The CFO’s Dilemma: Navigating Uncertainty in the Wake of Global Disruption

Donald Trump’s return to the US presidency has already dramatically changed the business landscape. Mere days into his time in office, he triggered a shift in trade policies, reshaping international markets.

2025 is stacking up to be another challenging year in the UK, with the economy teetering on the brink of stagflation and fallout from the Budget still putting pressure on businesses to navigate the inevitable consequences of upcoming rises in National Insurance. There’s undoubtedly a lot of pressure on businesses.

Taking Action For Future Success

However, headlines such as this, showing 4,500 companies shut down between October to December 2024, shouldn’t deter CFOs from being bold in 2025. Uncertainty can be navigated with the right strategy, tools and team in place, setting businesses up for success over the coming year.

While other business functions have embraced digital transformation, the Office of the CFO remains on the back foot. Finance teams today are burdened by the sheer amount of data they must handle, meaning they’re struggling to capture the foresight needed to respond quickly to market changes.

Recent research from OneStream’s Finance 2035: Return to Investment report reflects this, with 72% of UK CFOs citing that legacy systems and technology limitations are key barriers holding them back from becoming more strategic.

Missed opportunities, increased risk exposure and compliance challenges are just some of the consequences faced by relying on outdated technology and manual processes. Compounding these challenges, finance teams are facing a growing talent gap. As fewer graduates enter the field, with many seasoned professionals reaching retirement age, finance teams are having difficulties in attracting and retaining top talent.

Unified data across the enterprise is key to maintaining a competitive edge in uncertain times, a view which was also shared by 72% of UK business leaders.

As organisations continue to grapple with evolving macroeconomic policies and shifting investment flows, CFOs must take action to modernise before external pressures erode their competitiveness.

A Path To Modernisation

CFOs must switch to a proactive approach. This means streamlining and automating processes by reducing reliance on spreadsheets and legacy systems through automation. This enables finance teams to focus on strategic initiatives rather than time-intensive administrative tasks.

Through a carefully considered approach to implementing modern finance systems, CFOs can begin to see immediate value, helping them prepare for future volatility without overhauling entire infrastructures at once.

As a result, by unifying financial planning, consolidation, and reporting, CFOs gain access to real-time AI-driven insights that allow for faster, more informed decision-making.

AI can also enhance workforce productivity. This allows overburdened finance teams to do more with less and focus on more value-added and strategic activities, making it a more fulfilling and creative role.

With the right tools in place, we can be confident that we will see improved job satisfaction for finance teams, increased forecasting accuracy, and the ability to mitigate risks before they escalate.

Managing Uncertainty Through Data

With volatility now a constant, CFOs must harness data-driven decision-making to safeguard their organisations. However, many finance teams remain constrained by fragmented data sources.

In assessing financial health, 69% of UK CFOs say they struggle to prioritise growth due to an overwhelming volume of data, a challenge that hinders strategy and slows business agility.

In this environment, having a single source of truth for financial data is fundamental. With AI and automation, CFOs can integrate financial and operational data seamlessly, creating real-time visibility across the business that enhances forecasting accuracy.

This also supports the shift away from reactive risk management by enabling finance leaders to move beyond static, historical reporting to proactive scenario planning.

The ability to harness AI-driven decision-making is central to overcoming – and even growing – amid current inflation-driven cost pressures, trade shifts, and broader uncertainty.

CFOs As Strategic Leaders

Beyond internal business stability, modernising the finance function is becoming a key determinant of investor confidence.

The CFO’s role has expanded significantly over the past five years, with 74% of UK business leaders agreeing that their role is expected to drive innovation, manage enterprise-wide risks, and ensure financial sustainability. All in addition to maintaining their core financial responsibilities.

CFO competency also now ranks as the second-highest priority for investment decisions in the UK, far surpassing even the CEO, which ranks seventh.

Investors are prioritising financial leadership more than ever, as CFOs are being pushed far beyond traditional financial oversight. Managing these heightened expectations alongside navigating economic uncertainty is a tall order.

Today’s CFOs have a unique opportunity to step beyond traditional finance and become architects of resilience and growth. By leveraging AI, automation, and integrated financial systems, they can not only weather the storm of uncertainty but be positioned to thrive.