What are the Significant Worries of CFOs for 2025?

In our increasingly digital world, rapid technological advancements like digital currencies, blockchain and the rise of fintech are redefining the finance landscape.

This, combined with greater cybersecurity threats, evolving customer expectations for personalised services and increasing regulatory pressures, is resulting in heightened expectations, competition and complexities.

Gartner Finance took a poll of 250 CFOs and finance leaders during The Top Priorities for CFOs in 2025 webinar to discover what they believe will be the biggest challenges for enterprise performance in 2025, with slower top-line growth and talent issues emerging as the most significant worries for the year. 

The survey highlights the urgency in which CFOs must understand how to communicate data-driven insights and leverage emerging technologies.

Alexander Bant, Chief of Research for Gartner Finance practice, explains how, “CFOs are absolutely trying to streamline and free up resources from the transactional element to their finance function in order to fund two new big skill sets that we continue to look for.”

Why are CFOs facing talent retention issues? 

As emerging technologies continue to integrate into several industries, there is an increasing demand for specialised skills in data analytics, technology and finance, which is resulting in a larger talent gap and greater talent retention issues for CFOs.

The finance and business landscape was dramatically altered during the shift to remote and hybrid work models with employees having the ability to access an abundance of opportunities, regardless of location. This enhanced competition for top talent.

In addition to this, a greater number of employees have begun to desire a more supportive and balanced work environment to remove the high levels of stress and burnout associated with finance roles and the demanding workloads.

To enhance talent retention, CFOs must design effective strategies to improve development, work-life balance, engagement and compensation.

How can CFOs protect top-line growth? 

CFOs must protect top-line growth to secure market competitiveness, sustainability and shareholder confidence whilst demonstrating their ability to generate revenue.

Gartner pinpoints five practices companies can harness to protect top-line growth:

1. Cycle discipline

By planning all four phases of the business cycle effectively and responding to market changes, such as funding investment opportunities when economic activity slows, highlights an organisation’s resilience.

2. Remove growth anchors

Alexander continues to highlight how, “Consistently funding and helping bigger, riskier growth investments succeed is one of the hallmarks of efficient growth leaders,” 

 “However, CFOs often overlook an important piece of the puzzle: growth ‘anchors’ or finance processes, internal politics, prior precedence, and outdated policies that inadvertently result in business leaders directing resources and attention away from bigger, riskier growth investments.”

3. Cultivate overperformance

4.  Avoid Starving Growth Investments During Cost-Cutting

CFOs can secure their position as efficient growth leaders by reallocating capital from low-performing to high-potential investments with ease. 

5. Address Offering Complexity

How can we create a secure future for CFOs?

CFOs must focus their attention on revenue innovation and workforce development to effectively navigate the challenges the financial landscape faces.

To secure agility to market shifts, organisations need to embrace digital transformation, develop data-driven decision-making and craft a culture of innovation and collaboration.

By offering clear career progression, competitive compensation and flexible work options alongside investment in technology and upskilling initiatives, organisations can not only retain top talent but also enhance team efficiency.

Arjun Mahajan, Chief of Client Partnerships at AND Digital, explains how, “Financial services leaders are being tasked with balancing growth with cost cutting, putting increasing pressure on finance departments and a greater emphasis on data skills to achieve these goals. 

Attracting talent adept in key skills such as data analysis help finance teams to identify functions that can be streamlines as well as create actionable insights for enterprise decision makers.”

“As financial institutions build out their workforce, they should prioritise a people andinnovation approach, equipping all staff with digital skills to navigate the ever-evolving environment of macroeconomic headwinds, regulatory pressures and constant drive for ROI. 

Training in important areas such as data and AI will empower staff to overcome these market challenges, unlocking greater productivity individually and for the business.”

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