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      For Your Business January 5, 2026

      CFO Financial Outlook: What’s Next in 2026

      Key takeaways:

      • CFOs are entering 2026 with cautious optimism as inflation eases and growth steadies — but the pace of technological and strategic change continues to accelerate.
      • AI and agility are key differentiators, helping finance leaders save time, plan for uncertainty, and guide their organizations toward smarter, more resilient growth.
      • Success in 2026 will hinge on integration — aligning people, tools, and strategy so CFOs can balance innovation with operational discipline and sustained performance.

      After several years of volatility, CFOs are entering 2026 with both caution and opportunity on their minds. Inflation is easing, rates are stabilizing, and moderate growth is expected. But the pace of technological and strategic change is only accelerating.

      Finance leaders must not only manage the bottom line but also shape the organization’s direction amid new technologies, evolving markets, and talent demands. 

      This year’s most successful CFOs will be those who blend innovation with discipline, embracing AI, agility, and cross-functional strategy to build resilience and drive smarter growth.

      Turning AI Uncertainty Into Opportunity

      In the AI upskilling boom, CFOs are falling behind their peers. According to a recent Gartner study, only 36% of CFOs polled feel “assured they can achieve meaningful AI outcomes." Under half (44%) believe they can encourage AI adoption across their team. This data shows a lack of confidence in new technologies that can save CFOs time and bring about better outcomes. 

      Taking initiative in AI starts with small, easy wins. Begin by using the embedded AI software already in use by your team, if applicable, and encourage AI upskilling on your team and across the company. By sharing learnings and experiences, you can pick up skills even faster. 

      Stay on top of the latest AI trends can transform the finance team’s functions. Automating routine tasks can save time and money by freeing up team members for more strategic initiatives.

      But it comes with a catch. Not all AI tools are built the same, and some are unlikely to be a strong fit for your team. Less than a quarter (21%) of finance professionals have deployed AI technology and have seen it deliver “clear, measurable value,” according to a Deloitte study. Tracking a tool’s ROI for specific initiatives and identifying where it provides real value will set you apart. 

      Leading With Agility in an Unpredictable Market

      With uncertainty swirling in the markets, tariffs, and global markets, CFOs are expecting the unexpected. Overall CFO optimism dropped in 2025. Rather than freeze under uncertainty, leaders need to take action. This is easier said than done: In a market where trends change faster than ever, understanding what to prioritize is complicated—they all seem important. Indeed, in a Deloitte survey of financial leaders, the top priorities are nearly tied among five actions. There’s a lot of noise on what “should” be a top priority among leaders, with no real clarity on where CFOs should put their time and energy. 

      The answer is complicated. Committing full-time to any one initiative, such as adopting new technologies or optimizing cash flow, could prove to be a mistake. Markets and trends are moving too quickly, and a singular focus could be a costly misstep. 

      Instead, CFOs should adopt a strategy of staying agile and planning for multiple eventualities. Being able to thrive in uncertainty is essential.   

      Finding Strength in Moderate Growth

      After uncertainty and volatility in 2025, there are strong signs that key indicators are likely to remain steady through the next year. 

      Data from Kiplinger asserts similar rates of GDP growth in 2025 and 2026, as well as a slight slowing of inflation. Coupled with a drop in short- and long-term rates, these predictions signal that recession is less of a threat. 

      The watchword for 2026 is moderate. The tariffs that rocked businesses in 2025 are still in place, but CFOs can direct attention to areas they can influence, rather than become distracted by events out of their control. Seek out efficient growth in the new year, especially by tracking costs against profitability. With small, incremental changes, you can improve efficiency and the bottom line, even in a slower market.

      Transforming Finance Teams for a New Era

      As the role of CFO evolves, so too must the teams supporting them. The finance function is becoming more data-driven, digital, and decentralized. The change requires a blend of traditional accounting expertise and emerging skills, including data analytics, scenario planning, and technology fluency.

      In the Deloitte study, 45% of CFOs identified “lack of skilled talent” as one of the biggest challenges facing their department. Recruiting is only part of the solution. Upskilling existing employees with pathways for continuous learning can yield better long-term results.

      CFOs focused on agility will build flexible, multiskilled teams. This might mean educating controllers to interpret AI-driven forecasts, or cross-training analysts to work collaboratively with operations and IT. By investing in talent transformation, finance leaders ensure their teams can pivot alongside shifting priorities, turning agility from a leadership trait into an organizational strength.

      Driving Strategy Through Cross-Functional Collaboration

      Gone are the days when CFOs could hide in supply chain data, costs, and profitability. The role today  is more strategic. CFOs are more visible across the organization, creating opportunities to collaborate and learn across different teams. Fifty-seven percent of financial leaders in the Deloitte study say they play a “leading role” in influencing strategy across an organization.  

      How can CFOs practically balance strategic leadership with the day-to-day oversight of their team? This is where AI and automation tools become essential. They can free up time for CFOs and their teams to to build and execute thoughtful strategy rather than react to constant change.

      Working strategically across functions and departments not only spotlights the vital work of your department, but it also begins to break down silos, encouraging the free exchange of ideas and processes that can increase innovation and efficiency. 

      Balancing Leadership, Technology, and Sustainable Growth

      In 2026, CFOs are balancing competing demands like never before. They’re driving profitability while also leading transformation. They’re expected to be technologists, strategists, and culture carriers, all while maintaining operational discipline.

      The opportunity lies in connecting these roles rather than juggling them. Technology and automation can provide the time and information needed to act on strategies, while moderate, sustainable growth initiatives keep organizations grounded. Leading CFOs will embrace being adaptable, treating every new challenge as a test of their team’s ability to learn, evolve, and respond with precision.

      The coming year isn’t about radical reinvention. It’s about aligning people, tools, and strategy to create consistent value in an uncertain environment.

      At Old National Bank, we understand that growth requires both stability and foresight. Whether you’re exploring new technology investments, optimizing cash flow, or rethinking your capital strategy, connect with one of our expert commercial bankers. We can help you strengthen your financial foundation while positioning your organization for long-term success.

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