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Digital disruption is spurring organizational changes. In recent years, technology has revolutionized the ways organizations engage with their customers, optimize operations, research, design and launch products and support the productivity of employees.

These broad changes to systems, processes and working practices require new approaches to finance, as traditional roles, responsibilities and core finance activities lose relevance. To keep pace with the rapid rate of change in the wider business environment, finance functions need to become more agile.

More than ever, organizations need to have ability to anticipate and prepare for future workforce transformation requirements to keep up with the rapidly evolving landscape. As tasks once performed by humans are increasingly performed by machines, required skills will differ in fundamental ways from those of the past.

To thrive, companies need a persistent focus on talent to help ensure Finance has access to the high-level analytical, design thinking, and technology skills needed in the future. It's people, not robots, who are the key to better insights and analysis -- simply buying new technology doesn't help you to truly transform.

It is often said that an organization's greatest asset is its people, and the rise of the 'intangible economy' has seen non-financial and intangible assets such as intellectual property, customer relationships and human capital making up most of a corporation's net worth.

But in an increasingly digital world, are we neglecting the people perspective as we work to transform our businesses?

New joint research from Association of International Certified Professional Accountants and KPMG International set out to find an answer to this important question, using a global survey and case studies of good practice.

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