Beyond the status quo - Why CFOs can’t afford to wait

Market volatility, evolving regulations, and the changing pace of technology are placing new and unique demands on CFOs. In the face of all this, one imperative stands out - those who do not adapt, or who are reluctant to meet the times, are at risk of being overtaken by change itself.

From what we have observed in conversations across the board, CFOs’ roles are no longer confined to their traditional functions anymore. They are expected to do more and do it differently. No longer is it enough to deliver accurate reports or manage compliance. The real test now is one of relevance - staying equipped, being informed, and ready to lead in a business environment that is visibly revising its rules in real time.

The rules of the game are changing

Finance in today’s world is more strategic than statistical. It is the engine behind decisions that balance risk, drive margins, and maintain stakeholder trust. And to meet that mandate calls for a fresh mindset and a different approach.

What has changed? Quite a bit:

Today, AI and digitisation are no longer buzzwords. They are dynamically transforming how finance is being run every day

Decisions are no longer made based on dated information alone. Real-time data-backed insights have now become essential

Investor and boardroom pressure has intensified. Stakeholder expectations have never been higher

Most importantly, change is coming faster than ever, and there is very little room for being complacent

Simply put, the skillsets that were applicable till now are no longer adequate to solve tomorrow’s problems.

Ledgers to logic: the shift that matters

That change starts with finance teams, who need to grow new skills and adapt over time. It is increasingly important to build teams that speak both the language of finance and technology. Because finance touches every part of the organisation, it influences where we see potential, how we manage risk, and how quickly we can act.

Acknowledging the hesitation and moving beyond it

It makes sense that some CFOs are taking a cautious approach to AI. Concerns about data quality, governance, and how ready the organisation is to adapt are all valid. However, waiting for perfect conditions may actually prove risky.

Here are some hard-hitting questions that every finance leader should be asking:

Is my team ready to succeed in a data-driven environment?

Are our decisions based on real-time insights, or only looking at historical reports?

Am I, as a leader, adapting as quickly as the business landscape demands?

In our work across industries, these questions come up time and again. Adapting is no longer an option. It is the cost of staying relevant. The specifics may differ, but the underlying message remains the same – continue to evolve, or you stand the risk of being left behind.

The choice ahead: adapt or be left behind

To stay ahead, CFOs need to build on the foundation of leading with a mindset that sees change not as a disruption but as an opportunity. This fundamental approach underpins everything that follows. That means:

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Making automation a natural part of daily workflows

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Using predictive analytics to support sharper business decision-making

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Rebuilding teams with future-fit skills and a shared fluency across finance and technology

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Supporting transformation through strong data governance and AI accountability

Guiding through complexity

The journey toward a digitally enabled, insight-driven finance function is complex, but achievable. And with the right inputs and insights, the path becomes clearer.

CFOs across sectors, today, are taking decisive action. They are pinpointing high-impact areas, building their teams with future-ready skills, and applying AI in ways that truly move the needle. These are not just abstract ideas. They are practical steps actively shaping competitive advantage.

A final thought

Every CFO today stands at an inflection point. Those who hesitate may find themselves left behind.

There is no room for hesitation, what is needed now is clarity and commitment. It is a wakeup call. The only question to ask is: how should I respond?

A version of this article was published on July 07 2025 in The Financial Express CFO.com. The same can be read here