Overcoming key hurdles in Finance Transformation: a guide for CFOs and Finance teams

For CFOs and finance teams, this finance transformation presents both opportunities and significant challenges. From outdated systems to inefficiencies in financial processes, these hurdles can slow down progress. In this article, we’ll dive into seven of the most common challenges organizations face during finance transformation, and we’ll outline practical steps to address them. Along the way, we’ll also explore how tackling these issues can improve ESG positioning and sustainable finance, making finance teams into valuable strategic partners.

1. People: building a future-ready workforce

A major challenge in finance transformation today is the shortage of digital skills, particularly in areas like AI, data analytics, and digital platforms. As automation increasingly handles transactional tasks, finance roles are shifting towards more analytical and strategic decision-making. Looking ahead, several skills will be crucial for professionals in the finance department:

• ESG-related expertise, such as carbon accounting and transition planning, will be essential as sustainability becomes more integrated into financial strategy.
• Data literacy, prompt engineering, and the ability to critically assess algorithmic outputs: these skills will be key for new roles such as financial data scientists or financial engineers, where the ability to interpret and challenge data is critical.
• Soft skills, like storytelling and decision-making, will remain just as important. While AI can predict and assist, it cannot replace human judgment—at least not yet. The ability to make informed decisions and communicate complex data effectively will be invaluable.

At the same time, the pace of change in the finance sector is accelerating, driven by rapidly evolving technologies, shifting regulations, and volatile markets. Many finance professionals, however, may be hesitant to embrace change, often due to perfectionism or a desire to maintain control over established processes.

Actionable step: upskill your workforce

To address these issues, CFOs should offer regular sessions to help the finance department understand why these changes matter. It’s also helpful to assign someone in finance or HR to monitor emerging skills, ensuring the team is always prepared for the future. Redefining roles to align with strategic objectives and market demands will provide clarity during this transition.

Establishing ongoing upskilling programs in areas like data analytics, AI, and carbon accounting will keep the team competitive. Encouraging cross-department collaboration through challenge sessions can also help demonstrate the value of the finance function and foster better alignment.

2. Systems: outdated technology and incompatibility

Another hurdle in finance transformation is dealing with unstructured, outdated, or fragmented data, which can hinder decision-making and increase the risk of security breaches. As systems become disconnected, it becomes more challenging to maintain accurate and secure data across the organization.

Actionable step: Integrate AI & automation into day-to-day operations

To address this, invest in a solid core system that integrates seamlessly with satellite business applications, allowing you to stay updated with new technologies without overhauling the entire system. Strengthen cybersecurity by implementing end-to-end encryption, multi-factor authentication, and conducting regular audits. Collaboration with legal and compliance teams is also essential to ensure secure data handling.

Experimenting with an AI proof of concept (POC) can help optimize data migration, improve error handling, and automate processes. Additionally, it’s crucial to implement thorough testing, establish clear regulations, ensure transparency, and continuously monitor AI systems to maintain control over automated processes.

3. Data: data management and accuracy

A key challenge in finance transformation is the lack of trust in data quality, which often stems from suboptimal data models, poor ownership, and inadequate oversight. This can result in inconsistencies, and when AI is involved, the "garbage in, garbage out" (GIGO) effect becomes even more pronounced, as incorrect data feeds into models, creating a snowball effect of poor results.

Actionable step: establish data management teams and focus on data maturity

To overcome this, invest in a centralized data governance framework with clear standards for data collection, formatting, validation, and integration. Assign data stewardship roles to ensure accountability and regularly implement training programs to maintain a high level of data awareness within the team.

Automate checks for duplicate, missing values, and outliers, and validate data against trusted sources to ensure consistency. Make data accessible and transparent to all stakeholders, encouraging collaboration. Lastly, invest in modern reporting tools that offer real-time processing, version control, and easy collaboration, and update them regularly to ensure the accuracy and relevance of the data.

4. Process: freeing up mental space to seize opportunities

Finance teams are under constant pressure, with an increasing scope of responsibilities, including both financial and non-financial performance management, and navigating a growing web of regulations and compliance guidelines. Complexity has grown due to the need to assess multiple dimensions and account for market uncertainty, all while technology evolves at a rapid pace. Additionally, AI is often seen as a "black box," requiring extra controls and reconciliations, which adds to the workload and risks.

Actionable steps: implement Smart Close techniques and process automation

To address this, increase productivity by leveraging automation and AI for routine tasks. Implement smart close principles to reduce the closing duration and free up time for analysis. Anticipate needs across the entire chain, encouraging greater business ownership of financial figures. Apply continuous management principles, using proxies and estimates to make quicker decisions. Automate scenario planning and performance stress testing to handle uncertainty efficiently.

5. Crisis impact: from disruptions to profitability

Crises can severely disrupt profitability by causing unpredictable revenue streams, delayed payments, and shifts in demand, all of which challenge cash flow management. Unforeseen expenditures - such as new reporting requirements, increased staffing, or additional fees - can erode profit margins. In many cases, crises force businesses to explore new models, whether by shifting to digital channels, changing product offerings, or entering new markets. The business landscape is also evolving, with new actors, technologies, regulations, and market demands shaping how organizations must respond.

Actionable steps: improve forecasting, and diversify funding

To address these challenges, improve forecasting and closely monitor liquidity to tackle cash flow issues. Diversify funding sources to spread risk and reinforce stability. Implement strategies to enhance the recovery of outstanding debts and minimize revenue loss.

Adapt to innovation by embracing collaboration, ensuring compliance, and prioritizing cybersecurity. Upskill the workforce in areas like mobile apps and AI-driven customer services to better meet evolving market demands.

6. Governance: CFO as a key finance business partner

The modern CFO faces the challenge of quickly transitioning from a traditional financial role to a strategic business partner. This involves more than just crunching numbers: it requires translating complex financial data into clear, actionable insights that drive decision-making.

Actionable steps: align finance with strategy for growth and resilience

To overcome this, implement a clear vision and mission for the finance function that aligns with corporate objectives, giving the team a sense of purpose. Bring the company’s strategy to life through regular, interactive communication with business teams. Prioritize innovation, customer satisfaction, revenue generation and quality improvement over simple cost reduction, while balancing sustainability, growth, and responsibility.

CFOs should also focus on leveraging technology for insights, developing strong risk management practices, and maintaining resilience to adapt quickly to change.

7. Bookkeeping & reporting: breaking down internal silos

Traditional boundaries between Bookkeeping, Reporting, and Financial Control - along with the divide between Finance and the Business - create internal silos. These silos can lead to limited collaboration, misaligned priorities, and communication gaps. While shared services and nearshoring improve efficiency, they often fragment the connection with local teams, reducing the ability to fully capitalize on value. Stronger collaboration is essential to bridging these gaps and improving overall effectiveness.

Actionable steps: build a cohesive and collaborative Finance team

Define a clear vision and mission for the finance function, fostering a "One Team" mindset to improve cohesion. Implement shared tools and dashboards to align teams with real-time data, eliminating discrepancies from multiple versions. Hold pre-closing meetings to align all departments before month-end, anticipating business impacts, trends, and changes.

Establish a hybrid finance function that encourages cross-functional collaboration on key topics, and introduce challenge sessions and data storytelling to improve business understanding through performance reviews. Lastly, enable job rotation and traineeships to broaden expertise and enhance teamwork across finance roles.

Conclusion

Finance transformation presents numerous hurdles, but each challenge offers an opportunity to improve operational efficiency, enhance compliance, and deliver greater value to the organization. By focusing on the seven key hurdles - skills & mindset, system integration, data quality, fire-fighting, evolving role of finance, crisis impact, and siloed structures- and implementing the actionable steps outlined, CFOs and finance teams can drive meaningful change.

The future of finance is an autonomous finance, data-driven, and increasingly collaborative function. With the right strategies, finance teams can lead the way in digital transformation, driving efficiency, agility, and long-term value.