Three ways finance is being redefined in 2026

Review last year’s spending, approve new technology budget, evaluate the cascading global effects of geopolitical instability, mercurial trade policies, and recessionary drag stalling growth across virtually every market. 

If you’re a finance leader in 2026, your to-do list probably looks more complex than it used to.

While a volatile raft of external factors knocks at your door, internal challenges – from ensuring AI investments pay off, to filling the finance talent gap – can add to your role’s complexity. In times like these, we could all benefit from a moment to take stock and consider the best way forward.

With that in mind, here are three trends affecting the financial landscape in 2026 – and some accompanying advice for staying ahead of the curve.

Expansion plans will test CFOs’ growth appetite

As a finance leader, you’ve become accustomed to steering the organization through choppy waters. For the past three years, that has largely meant focusing on cost containment and efficiency. But in 2026, interest rates are forecast to ease in most major economies – creating new expansion opportunities.

Evolving expectations will test your mandate as the organization’s growth captain. Today, 93% of CFOs say their role extends beyond traditional finance into influencing overall business strategy, pricing strategy (84%), and enterprise-wide decision-making (74%).

Leading CFOs are focusing on transitioning the organization from a mindset of restriction to expansion, while building tech-fueled teams to power growth in areas such as AI and automation.

To seize the growth opportunity, consider pivoting your focus to the following three areas. Firstly, adopt a value-centric cost strategy. Rather than reactive expense cuts, shift to a structured, lifecycle approach to cost analysis. By examining the entire value creation process, you can pinpoint inefficiencies and align spending with core business goals, freeing up resources for expansion.

Secondly, communicate your growth story. Share your big-picture vision for growth across the organization, reiterating the importance of cost control and how it can link to expansion. Take a strong cross-functional approach by partnering with stakeholders across the business.

And last but not least, take an “always on” stance on portfolio review. Though global merger and acquisitions (M&A) activity has been subdued, it’s turning upwards into 2026. Values tend to spike quickly when M&A revives, so you need the agility to move early and capitalize.

The commitment to support young talent

Recent years have seen an attrition in junior talent across multiple skilled sectors. SAP Concur data reveals that nearly a third (30%) of finance leaders view talent attraction, retention, or an ageing workforce as a top-three internal challenge.

When asked by ACCA, 55% of junior and entry-level accountancy and finance professionals expressed concerns that they weren’t developing the skills necessary to do their jobs in the future. A further 47% of Gen-Z employees said they felt overwhelmed by the pace of technological change.

As the market responds, expect to see a greater push to support, attract, and retain a young pipeline of finance talent through 2026. The top incentive that draws talent to the finance team, according to SAP Concur, is competitive pay and benefits, cited by 63%. That’s followed by clear paths for career growth (50%), flexible work options (46%), and access to leading tools and technologies (37%).

In your hiring efforts, you can attract the next generation of finance professionals by increasing the level of autonomy on offer, encouraging participation and inclusion across all levels of the business, or providing robust training resources and modern tools to enable seamless work.

A marked commitment to investing in talent is another way to turn heads. Young professionals are particularly drawn to companies that map and explain how the learning and development opportunities they offer link to future career progression. After all, you can’t expect them to wait for older generations to retire before the opportunities trickle down – you have to give them the tools to make their own opportunities.

The rapid increase in data could drive cost savings

According to Statista, 527.5 zettabytes of data will be generated globally by 2029. Yet, SAP Concur research reveals that 57% of chief financial officers (CFOs) still struggle with unpredictable economic conditions, supply constraints (40%), and an increasing demand for forecasting agility (32%).

While the breadth of information available to support business decisions is reaching new heights, it can only be helpful if it’s relevant, accurate, and well-organized enough to be discovered and actioned.

More than half (58%) of CFOs are investing in advanced AI and analytics to counteract uncertainty. AI technologies can improve forecasting, accelerate risk assessments, and achieve efficiency gains by re-working repetitive processes. For example, breakthroughs are enabling automated expense reporting by auditing, reconciling, and reimbursing employees with minimal human intervention.

You can drive greater impact with data by training employees in analysis techniques and by sourcing metrics from across the business to support scenario planning. Embrace the economic flux with a risk-taking mindset – don’t fear failure and don’t wait for perfect information before taking action. Look for early indicators of economic changes outside of finance. Also, integrated tools that deliver real-time data are essential.

2026 has just got underway and no one is sure what is in store for us. But we do know that data is expanding, growth opportunities are emerging, and the pipeline of hungry young talent is primed for success. For CFOs, it’s time to champion intelligent ways of working that enhance data security, build financial visibility, and deliver a superior employee experience.

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