500 finance leaders. Twice a year. Clear signals for the year ahead. 

Independent and anonymous, the Finance Leaders Barometer brings together the shared priorities, pressures, and healthy tensions shaping the CFO agenda in 2026 across markets, industries and regions. 

On this page:

  • A 30-second snapshot of the findings
  • Two CFOs in conversation
  • Four tough truths to reflect on
  • Top opportunities and challenges by sector
  • Sign up for our virtual CFO Forum for more insight.

The results in 30 seconds:

  • Top three finance function priorities: 'Understanding AI risks and opportunities', 'improving forecasting', 'improving reporting and analytics'.
  • Top three finance function challenges: 'Data-related challenges', 'ERP implementation', 'changing market conditions'.
  • Boardroom tensions: 94% of CFOs agree a 'healthy level of tension' is essential to well-informed decision-making; only 46% experience it now. One in three say they do not feel confident in navigating boardroom and C-suite tensions.
  • Digital transformation: Over half (52%) say their finance function is still in the 'early planning stages' of a digital transformation project for their finance function. Yet 77% say transformation efforts are already costing morale.
  • Growth ambitions: 29% aim for 'aggressive expansion' in 2026, 57% for 'steady' or 'defensive' growth, while 14% have 'no growth ambitions'.

Inside the findings: Two CFOs on the year ahead

The findings tell us the trends. Real conversations tell us the stories behind them.

Financial Reporting Partner Sarah Hughes sat down with two seasoned CFOs – Anna Wang, CFO at JCDecaux UK, and Chris Stefani, Grant Thornton UK's CFO – to dig into the 'why' behind the survey results and discuss the real-world experiences shaping them.

From data bottlenecks to boardroom alignment to the skills every finance function now needs, they share their views on what’s changed, what’s coming next, and how they’re preparing to lead through it.

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Four tough truths shaping the CFO agenda

1. Half say instinct still trumps data in decision-making

Despite unprecedented investment in analytics and technology, 77% of CFOs say the sheer volume of data is clouding judgment rather than clarifying it. Nearly half (49%) admit that decisions in their organisation are still driven more by instinct than by data.

This challenge is only intensifying as organisations prepare for AI adoption. This demands more than just data availability – it requires true data readiness: clean, structured, and well-governed information. There are two imperatives:

  • Improving quality: Eliminating “garbage in, garbage out” risks by ensuring data integrity at source.
  • Governance and trust: Embedding privacy, security, and ethical safeguards as automation scales.

Success isn’t about achieving ‘perfect data’; it’s about helping the wider business use the data it has responsibly and consistently to guide decisions. Finance business partnering can be a critical enabler here. Without this, data amplifies noise, not insight.

Ultimately, those who thrive will combine robust data governance with strong business partnering and human judgment, creating a decision-making model that is both informed and agile.

2. Only 46% experience a ‘healthy level of tension’ in the boardroom 

94% of CFOs agree healthy tension is essential for effective decision-making. Only 46% describe the current level in their boardroom as ‘healthy.’

The imbalance is striking: 40% say tension is too low, with discussions lacking critical debate and challenge, while 14% report the opposite - conflict so high it derails productive dialogue. Both extremes undermine strategic clarity, slow decision-making, and raise the risk of decisions being influenced by the wrong drivers.

49%

say ''instinct' drives decisions more than 'data'

45%

say 'short-term value' drives decisions over 'long-term ambitions'

45%

say 'individual egos' drive decisions over 'collective goals'

These dynamics often point to a deeper issue. Many businesses are constrained by operating models misaligned with strategic priorities, and by competing agendas that dilute focus. The result? Fragmented alignment, difficulty making decisions, and missed opportunities at the top table. 

 

3. 77% agree transformation is costing morale

Nearly half of CFOs (46%) say they already have a comprehensive digital transformation programme in place – and almost all others are actively in the process of planning one. The toughest anticipated hurdles for 2026 relate to data challenges and ERP implementation.

And this transformation agenda is driving a fundamental shift in the skills CFOs are prioritising. Over the next 12 months, the top three ranked capabilities CFOs want to embed in their teams are 'strategic thinking', 'AI and automation', and 'data analytics and business intelligence'. We're seeing a move away from hiring for fixed roles and toward building multi-skilled, adaptable teams with non-linear career paths.

But this pace of change comes at a cost. 77% of CFOs admit that their investments in transformation are starting to impact morale – and the pressure is only set to increase. Consistently communicate the “why” behind change, invest in upskilling, celebrate successes and create space for your teams to adapt.

4. Where's the focus? Short answer: everywhere

It's no surprise that 'understanding the risks and opportunities of AI' ranks as CFOs' top strategic priority for their finance function over the next 12 months. 

But the CFOs surveyed were clear: AI is only one part of a bigger puzzle. The majority also expect to ramp up their team's time and resource investment in ESG reporting, business partnering, talent development, forecasting and scenario analysis, and more in 2026 – all while keeping day-to-day operations running and navigating a complex regulatory environment. Only 19% feel their business is 'fully prepared' for FRS 102 changes.

What does this mean in practice? We're seeing expectations accelerate, resources tighten and skills gaps emerge – and AI isn't ready to plug the gap, with adoption still in its early stages. Over half (52%) of CFOs surveyed say they’re only in the 'early planning phase' of a digital transformation programme for their finance function. 

For many, future success will demand a fundamental rethink of team structures, operating models, and the skills mix required to deliver value at scale. The finance function of the future will need to be lean, tech-enabled, multi-skilled, and built for agility. 

77%

intend to invest more time and resource in 'enhancing forecasting and scenario analysis' over the next 12 months

79%

intend to invest more time and resource into 'upskilling and talent development' over the next 12 months

79%

intend to invest more time and resource into 'improving ESG reporting' over the next 12 months

CFOs need a flexible partner who can listen, understand their world, and turn ideas into impact. Whether you need support that's strategic, operational, hands‑on, or a blend of all three, find out how we can support you in 2026. 

What's top of mind for CFOs in your sector in 2026?

Growth ambitions:

  1. 38% - Aggressive expansion (targeting significant market share gains)
  2. 35% - Steady growth (focused on sustainable, incremental gains)
  3. 22% - Defensive growth (protecting core markets and margins)
  4. 5% - No growth ambitions (focused primarily on consolidation or cost control)

The top three ranked strategic priorities:

  1. Securing access to capital
  2. Margin protection
  3. Understanding the risks and opportunities of AI 

The top three ranked challenges:

  1. Data-related challenges (e.g., poor data quality, limited access to real-time insights)
  2. ERP implementation or optimisation challenges (e.g., integration, change management, cost overruns)
  3. Meeting supply chain needs

The top three skills CFOs anticipate hiring into their finance function:

  1. AI and automation expertise
  2. Strategic thinking and decision-making support
  3. Core transaction processing

There were 78 respondents from the consumer sector. 

Growth ambitions:

  • 29% - Defensive growth (protecting core markets and margins)
  • 27% - Aggressive expansion (targeting significant market share gains)
  • 26% - Steady growth (focused on sustainable, incremental gains)
  • 18% - No growth ambitions (focused primarily on consolidation or cost control)

The top three strategic priorities:

  1. Understanding the risks and opportunities of AI
  2. Attracting and retaining talent
  3. Establishing finance as a partner to the business

The top three challenges:

  1. ERP implementation or optimisation challenges (e.g., integration, change management, cost overruns)
  2. Changing market conditions (e.g. economic shifts, industry disruptions)
  3. Data-related challenges (e.g., poor data quality, limited access to real-time insights)

The top three skills CFOs anticipate hiring into their finance function:

  1. Advanced data analytics and business intelligence
  2. ESG strategy and implementation
  3. Strategic thinking and decision-making support

Uncover the top themes for financial services in 2026 →

There were 119 respondents from financial services firms. 

Growth ambitions:

  1. 38% - Aggressive expansion (targeting significant market share gains)
  2. 27% - Steady growth (focused on sustainable, incremental gains)
  3. 20% - Defensive growth (protecting core markets and margins)
  4. 16% - No growth ambitions (focused primarily on consolidation or cost control)

The top three strategic priorities:

  1. Establishing finance as a partner to the business
  2. Attracting and retaining talent
  3. Expanding into new markets

The top three challenges:

    1. Impact of international trade disruptions (e.g., tariffs)
    1. [Joint first] Data-related challenges (e.g., poor data quality, limited access to real-time insights)
    1. [Joint first] Changing market conditions (e.g. economic shifts, industry disruptions)

The top three skills CFOs anticipate hiring into their finance function:

  1. Financial forecasting and predictive modelling
  2. Cybersecurity
  3. Finance business partnering / Strategic thinking and decision-making support

There were 64 respondents from manufacturing and industrials businesses.

Growth ambitions:

  • 38% - Aggressive expansion (targeting significant market share gains)
  • 35% - Steady growth (focused on sustainable, incremental gains)
  • 22% - Defensive growth (protecting core markets and margins)
  • 5% - No growth ambitions (focused primarily on consolidation or cost control)

The top three strategic priorities:

  1. Working capital improvement
  2. Understanding the risks and opportunities of AI
  3. Improving reporting and analytics

The top three challenges:

  1. Talent and workforce challenges (e.g., skills shortages)
  2. Changing market conditions (e.g. economic shifts, industry disruptions)
  3. Regulatory and compliance challenges

The top three skills CFOs anticipate hiring into their finance function:

  1. Finance business partnering
  2. Change management skills
  3. Financial forecasting and predictive modelling

There were 61 respondents from real estate and construction businesses. 

Growth ambitions:

  • 38% - Aggressive expansion (targeting significant market share gains)
  • 35% - Steady growth (focused on sustainable, incremental gains)
  • 22% - Defensive growth (protecting core markets and margins)
  • 5% - No growth ambitions (focused primarily on consolidation or cost control)

The top three strategic priorities:

  1. Improving reporting and analytics
  2. Improving financial risk management strategy and practices
  3. Ensuring regulatory compliance 

The top three challenges:

  1. ERP implementation or optimisation challenges (e.g., integration, change management, cost overruns)
  2. Increased operating costs
  3. Impact of international trade

The top three skills CFOs anticipate hiring into their finance function:

  1. Risk management
  2. Change management skills
  3. Advanced data analytics and business intelligence

There were 65 respondents from TMT businesses. 

Growth ambitions:

  • 32%- Steady growth (focused on sustainable, incremental gains)
  • 22% - Aggressive expansion (targeting significant market share gains)
  • 32% - Defensive growth (protecting core markets and margins)
  • 15% - No growth ambitions (focused primarily on consolidation or cost control)

The top three strategic priorities:

  1. Improving financial risk management strategy and practices
  2. Improving forecasting
  3. Ensuring regulatory compliance

The top three challenges:

  1. ERP implementation or optimisation challenges (e.g., integration, change management, cost overruns)
  2. Regulatory and compliance challenges
  3. Meeting supply chain needs 

The top three skills CFOs anticipate hiring into their finance function:

  1. AI and automation expertise (e.g., RPA, AI, machine learning)
  2. Technical accounting
  3. Advanced data analytics and business intelligence

There were 78 respondents from the private healthcare sector. 

The top three strategic priorities:

  1. Implementing digital transformation initiatives
  2. Attracting and retaining talent
  3. Ensuring regulatory compliance 

The top three challenges:

  1. Increased operating costs
  2. Regulatory and compliance challenges
  3. Talent and workforce challenges (e.g., skills shortages)

The top three skills CFOs anticipate hiring into their finance function:

  1. Technical accounting
  2. Advanced data analytics and business intelligence
  3. Change management skills

There were 100 respondents from the public sector.

Three CFOs, one question: What’s next for 2026?

Join us virtually from 12-1.15pm on 11 February as three CFOs across industries break down the latest survey findings, discuss what’s topping their finance function's agenda for 2026, and share practical steps they’re taking to navigate the year’s biggest challenges and opportunities.

Simon Davidson, Head of Finance Consulting, will also share a broad market perspective on the trends we're seeing shaping the finance functions and keeping CFOs up at night across markets and industries.

If you can't join us live, sign up to receive the recording after the event.