Leading outcomes: What’s holding finance back from better decisions?

Many organisations are still struggling to turn information into action, and that disconnect is becoming one of the defining challenges for finance professionals today.

More data has not meant better decisions

The challenge for many finance teams is not access to data, but how effectively that data is used.

Information often doesn’t line up across systems. Reports contradict each other. Metrics do not reflect what the business is trying to achieve. Teams spend more time verifying numbers than acting on them.

Forecasting is a common example. Many organisations run multiple versions at once across spreadsheets, ERP systems and separate models, each producing a slightly different result. By the time those numbers are reconciled, decisions are delayed or made with limited confidence.

The same issue appears in performance reporting. Finance teams produce detailed monthly packs, but business leaders still rely on instinct or informal updates to make decisions.

The issue is less about individual capability, and more about how systems, data and decisions connect.

The shift from reporting to relevance

Finance has always been responsible for accuracy. What’s changing is the expectation around relevance.

Boards and executives are looking for clarity, not volume. They want to know what matters, what is changing and what action is required.

This requires finance to move beyond producing information to shaping decisions, and to be more selective about what gets measured and reported.

In many organisations, KPIs have not kept pace with how the business has evolved. Digital channels, cost structures and risk profiles have changed, but the metrics have not. 

This shift also depends on how finance is positioned. Senior leaders play a role in enabling it, prioritising decision-making over reporting cycles and supporting finance teams to act as strategic partners, not just producers of information.

Technology is not the limiting factor

It is tempting to see this as a technology problem, but in many cases the tools already exist.

ERP platforms, reporting tools and automation already provide the capability. The constraint is how they are used.

In some organisations, systems have been layered on top of each other over time. Different teams rely on different data sources, definitions vary and ownership is unclear. This reduces trust in the data and makes it harder for finance to influence decisions.

The teams that are making progress are not always those with the most advanced technology. They are the ones that have simplified and aligned what they have.

What better looks like

There are some clear patterns emerging among organisations that are getting this right.

They focus on a smaller set of metrics that are tied to decisions. If a metric doesn’t influence behaviour, it’s removed.

They prioritise consistency across systems and involve business leaders early in defining success.

And they shift effort away from producing reports toward communicating insights. That often means fewer reports, but more effective conversations.

Senior leaders reinforce this by involving finance earlier, expecting recommendations alongside reporting, and enabling teams to operate as strategic partners within the business.

The capability gap

Technical skills remain important, but they are no longer enough on their own. The role now requires judgement, context and the ability to influence.

Artificial intelligence and automation are changing what good looks like. Professionals who can interpret data, challenge assumptions and clearly articulate implications are becoming more valuable.

Learning from practice

There is no single playbook for making this shift.

One of the fastest ways for teams to accelerate is exposure to how others are solving similar challenges, from simplifying reporting to redefining metrics and improving decision-making.

CPA Congress 2026 brings these challenges into focus, with sessions grounded in real examples from organisations working through them in practice.

What comes next

Expectations on finance are increasing. Organisations are relying more heavily on finance to provide clarity around investment, risk and performance.

The role is becoming more central, not less. The question is not whether finance needs to adapt, but how quickly.

Because the gap is no longer about information.

It is about the ability to use that information to make better decisions.

CPA Congress 2026 brings together finance professionals to explore how systems, metrics and outcomes can be aligned to support better decisions in practice.  

The program includes in-person events in Melbourne (21–22 October), Hong Kong (29 October), Kuala Lumpur (5 November), alongside a Virtual Live experience (23 October) plus 7 weeks OnDemand.