According to Concu’s new survey, financial leaders are confident in their ability to secure buy-in for development initiatives, with 96% score as excellent or good in interoperable communication.
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By Chris Juneau, SVP, Product Marketing Head, Sap Concu
2025 is going to be a key year for funding leaders, as financial pressure and digital transformation accelerate. The new challenges require new approaches to balancing risk, innovation and long -term development.
The last CFO Insights Research From Sap Concur it reveals the evolving priorities of CFOS:
- Funding leaders could lose the chances of being developed through cooperation. Few want to share responsibility for the development with their peers.
- Artificial Intelligence (AI) urges strategy shiftsby manual procedures that launch the CFO priority list.
- Cyber Security is a new and growing part of the CFO mission, with budgets and responsibilities growing rapidly.
An opportunity to build influence through cooperation
Research reveals a spectacular disconnection in the stance on growth in the Department of Finance: While 81% of CFOs believe that they are the main drivers of business growth, only 52% of senior funding vice presents (SVPS) agree. Instead, SVP Finance is more likely to consider CFO as a supportive player in development initiatives and not in the central force behind them. Even more narrative, only 9% of CFOs believe that growth leadership should be shared throughout the C-Suite, although other executives are willing to work together.
This does not mean that finance leaders do not communicate with other groups. Finance leaders are sure of their ability to secure buy-in for growth initiatives, with 96% score as excellent or good in interoperable communication. This confidence is well positioned: 89% of human resources leaders and 88% of IT leaders agree that funding heads are strong communication. However, obstacles to cooperation remain, mainly in the form of conflicting priorities of the departments (a third obstacle to 58% of CFOs).
The sections also have different views on the best ways to break these obstacles and promote cooperation. Economically and gives priority to flexible budgets for common initiatives, while human resources leaders underline the need for common goals and key performance indicators (KPIS), an area that only 11% of finance leaders see as a priority. This poor alignment suggests that funding, computer science and HR have to work harder to align their strategies to maximize growth potential. CFOs are in the primary position to drive the charge.
Funding leaders hug AI and look for new opportunities
The funding feature is in radical transformation, with AI and automation in the spotlight. In 2025, 94% of funding leaders report that AI has already improved decision -making, while 73% certify it by reducing costs and risks.
The funding teams have quickly embraced AI for automation last year. The general funding duties – such as emails, transfer and summary of the document – are now automated (57%, from just 7% in 2024). Other areas seeing significant rendering of AI includes the creation of pricing models (22%, from 5%) and fraud monitoring (45%, from 28%).
In 2023, only 1% of finance leaders regarded manual processes as a major challenge. However, as AI’s adoption has been accelerated and its potential has become clearer, that number has increased: 38% now reported manual processes as a top concern. Economics leaders are now over-defined in automation and AI, seeing opportunities to rationalize work flows, reducing deficiencies and optimization of decision making.
Despite the benefits of AI, concerns remain. Fifteen percent of finance leaders believe that AI negatively affects ESG’s objectives, probably due to energy storage. Data privacy (12%) and layoffs (10%) are also concerns.
But AI is also a catalyst for stronger funding cooperation. While 65% of technology leaders already report strong partnerships with funding, 54% want to see deeper cooperation, especially in driving digital transformation. As AI continues to reshape funding, CFOs have a unique opportunity to promote interoperable strategies that feed business growth.
Cyber security is a growing priority for CFOs
As cyberspace escalates, 59% of finance leaders plan to increase cyberspace budgets in 2025. With violations increasing in frequency and severity, many CFOs now see cyberspine as a top organization. In response, 27% have taken responsibility for cyber security in the past two years old.
However, only 20% of CFOs plan to boost cooperation with head information security officials (CISOS), compared to 42% of IT leaders who want to unite their strengths. A key obstacle is the uncertainty about who should lead to cyber security efforts, with the views of financial leaders’ leaders to be divided into whether they are alone or computer science and funding together should lead the security strategy (45% versus 50%).
Large companies adopt a preventive approach, with 48% investing in advanced security technologies. Only 6% of small businesses follow the suit, leaving them more vulnerable.
CFO’s opportunity to add value merely exceeds the increase in cyber budgets. Funding and technology leaders need to be aligned to ensure that cyber security is integrated into digital transformation initiatives from the beginning. CFOs and Cisos should work together to identify critical data assets, risk management and developing crisis plans. By integrating cyberspace into a financial strategy, CFOs can protect their assets while maintaining growth potential.
2025 CFO: A strategic, cooperative growth guide
CFOs today are facing a provocative environment facing economic uncertainty and rapid technological transformation. However, there are important opportunities for those who embrace their role as a strategic, cooperative growth guide.
The modern role of the CFO continues to evolve beyond financial management, which includes strategy, technology and hazard of risk. As AI, automation and cyberspace safety are focused, CFOs need to break the silos and enhance cooperation throughout the C-SUITE. As our research shows, the CFOs that embrace this extensive role will be better placed to tour the uncertainty of 2025 and lead their organizations in the future.
To find out more about the results of the survey, download the Last report CFO Insights. Do you want more inspiration and optimal practices to browse uncertainty? Visit www.concur.com/cfo-sights
