2025 Challenges & Priorities

Further to our Priorities & Challenges White Paper, here’s instalment no7

?

Modernising Finance Structures to Enable Transformation

Despite two decades of transformation efforts, today’s finance organisation structures remain largely unchanged from the early 2000s. Many finance structures are still rooted in traditional activities, goals, and workflows, failing to reflect current realities or the potential unlocked by advancing technologies. As organisations increase technology investments and rely more on digital talent, these outdated structures can create unnecessary inefficiencies.

To accelerate transformation and improve efficiency, Senior Finance leaders should reimagine f inance’s organisational structure as part of a broader operating model overhaul. This includes evaluating and optimising areas such as business process outsourcing, centralising service delivery, restructuring subfunctions, redefining reporting lines, and enhancing digital delivery capabilities. Adjusting these elements can position finance teams to better align with transformation goals and fully leverage modern technologies.

By 2027, we anticipate that half of the finance workforce will consist of digital talent. However, in many organisations, digital talent currently represents less than 20% of the finance team, with 28% of companies having less than 10% of their workforce qualifying as digital finance talent.

While Senior Finance leaders understand the critical role digital talent plays in driving the success of finance transformation, leaders face significant challenges in attracting and retaining these professionals. Digital talent not only comes at a higher cost compared to traditional finance roles but also tends to prioritise career growth and development opportunities, making retention particularly difficult.

?

Look out for our final Instalment next week – Focus on Career Pathing and Growth to Retain Digital Finance Talent