**Finance Chiefs Struggle to Turn Big Growth Plans into Real Results, Survey Finds**
In a rapidly evolving business landscape, chief financial officers (CFOs) are facing significant challenges in translating ambitious growth plans into actionable results. A recent survey conducted by consulting and advisory firm EY, titled the Global DNA of the CFO Survey, reveals that while CFOs are increasingly expected to shape corporate value, gaps in leadership, skills, and technology are hindering their ability to drive transformation.
The survey, which collected insights from over 1,600 CFOs and senior finance executives, highlights a growing disconnect between the expectations placed on finance leaders and their actual contributions to value creation. According to the findings, 60% of respondents believe that CFOs should play a pivotal role in defining and shaping value creation. However, only 26% reported leading discussions about key value drivers, and a mere 25% felt confident making investment decisions when returns are uncertain.
This disparity indicates a broader issue within finance functions, which often remain reactive rather than proactive in determining enterprise value. EY emphasizes that the risk of this approach is significant, as it limits the potential for finance teams to take a leading role in shaping their organizations' futures.
The survey also reveals that many finance departments are struggling to measure the changing forms of value effectively. While 68% of CFOs acknowledge the urgent need to reassess enterprise value metrics, half of them admit they cannot accurately measure the value generated by new technologies, roles, and working practices. This challenge is compounded by the difficulty of evaluating outcomes that may be indirect, uncertain, or only materialize over the long term.
Technology readiness is another area of concern. Only 21% of CFOs rated their organizations as leading or advanced in terms of preparedness for artificial intelligence (AI). Most finance leaders continue to focus on defensive applications of technology, such as fraud detection and risk assessment, rather than leveraging AI for growth-related functions like forecasting or pricing. This suggests a need for a significant shift in mindset to unlock the broader potential of technological advancements.
Moreover, the survey indicates a disconnect between the skills that businesses recognize as necessary and the areas in which they are investing in development. Over two-thirds of CFOs (68%) stated that new skills and leadership styles are essential for future success. However, initiatives aimed at developing people and culture leadership ranked only sixth among development priorities. EY warns that underinvestment in these critical areas could undermine transformation efforts by failing to build the necessary capabilities.
The adaptability of finance teams is also a pressing concern. Less than 15% of CFOs reported that their teams are highly adaptable, proactive learners, or confident with new technology. EY suggests that embedding a culture of continuous learning and adaptability will be crucial for organizations seeking to turn technological advancements into tangible results.
Leadership development is under additional strain, with 38% of CFOs indicating that their organizations are evolving faster than their leadership teams can keep pace. More than half of the respondents called for an acceleration of leadership development initiatives, emphasizing the need for structured career pathways, stretch roles, and stronger succession planning to address potential capability shortages.
Ultimately, the EY survey posits that CFOs are increasingly responsible for aligning vision, mindset, skills, and technology as they redefine the role of finance within their organizations. Successful transformation will require a human-centric approach, where people and technology evolve together to foster adoption, build confidence, and accelerate value creation.
As the business environment continues to change, the findings of the EY Global DNA of the CFO Survey underscore the urgent need for finance leaders to adapt and evolve. By addressing the gaps in leadership, skills, and technology, CFOs can better position themselves to drive meaningful growth and create lasting corporate value.