The finance function must evolve from one that is transaction-oriented to one that is more client-focused following the economic crisis of 2008. Faced with sweeping regulatory reform, a volatile business environment, and an unrelenting push to cut costs, CFOs are expected to align finance’s structure, processes, and people with business needs and priorities. To this end, CFOs must build an effective, lean, and agile finance organization that balances the execution of business strategy with its risk, compliance and transaction-processing responsibilities. The paper explores three ways in which finance can create and drive value for the organization while maintaining efficiency, effectiveness, and control in performing its customary accounting and reporting functions.