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CFOs are rewriting the playbook for uncertainty
In today’s uncertain economy, chief financial officers (CFOs) are helping businesses make sense of complexity and act with clarity. Findings from PwC’s May 2025 Pulse Survey show how executives across the C-suite are stepping up as strategic leaders in a time of rapid change. CFOs are turning performance data and policy signals into practical strategies — balancing near-term needs with long-term goals to guide smarter decisions, now and for the future — a clear sign that finance leaders are taking an active role in reshaping strategy.
They’re pressure-testing forecasts against policy shifts and adjusting planning — 65% are adjusting financial forecasts and budgets in response to current volatility and 58% are investing in AI and advanced analytics — all while breaking down silos and helping the business stay agile and grounded.
Zeroing in on economic policy
While volatility and inflation remain top CFO concerns, the shifting dynamics of US economic policy are front and center. Fifty-seven percent of finance leaders say they’re shifting short-term strategy as a result, citing it as a top-3 factor. But it’s not just a directional shift — it’s a strategic reset. CFOs are moving away from reactive cost containment and toward proactive scenario modeling, cash flow resilience and performance forecasting.
Finance leaders aren’t just acknowledging change, they’re acting on it. Two-thirds (65%) are adjusting financial forecasts and budgets, 61% are implementing cost reductions (excluding layoffs) and 54% are assessing tariff impacts. It’s part of a broader pivot — from reacting to disruption to actively shaping strategy. And while many leaders focus on short-term disruption, leading CFOs play the long game. They model policy impacts, build resilient plans and ground their organizations in financial reality to serve as performance stewards and trusted guides for what’s ahead.
CFOs today are looking beyond the current volatility — and beyond the finance function — to the bigger picture. They’re hunkering down to help get their companies through the short term while taking a broader view of how everything connects. By bridging finance with the business, CFOs are redefining leadership and proving that finance can power performance and purpose.
While cautious, CFOs are turning to tech
As CFOs shift strategy to adapt to economic and global change, they’re moving fast to adjust planning and forecasting because of the current volatility. Nearly six in 10 (58%) are investing in AI and analytics, and the same percentage are focusing on core finance capabilities like cash and liquidity forecasting. They’re also overcoming concerns about the use of AI in finance processes, recognizing that if they don’t invest in AI, they'll fall behind.
While CFOs use AI to sharpen performance, manage risk and improve forecasting, they’re not going in blind. Sixty-nine percent say that AI legal and reputational concerns pose a moderate or serious risk to their company. And there’s the human aspect of AI — whether they have the people who can use it effectively. CFOs may be concerned they are missing those AI skills. Half (51%) cite talent retention and skills shortages in key areas among the top 3 barriers to delivering on their finance strategy right now.
What you can do
- Turn macro uncertainty into strategic clarity. Today’s CFOs lead the charge in translating economic and policy shifts. By building detailed scenario models and embedding macroeconomic signals deeper into planning cycles, you can equip your organization to act decisively.
- Empower finance with responsible AI. As AI becomes increasingly core to forecasting and performance management, invest in advanced tools while also embedding responsible governance.
- Lead beyond financial statements. Today’s finance leaders are stepping beyond the traditional role. They’re working closely with the C-suite to shape strategy, boost resilience and earn stakeholder trust. By combining financial discipline with business insight, they’re not just navigating change, they’re redefining what creates value.
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About the survey
Our latest PwC Pulse Survey, fielded May 1 to May 8, 2025, surveyed 678 executives and board members from Fortune 1000 and private companies about the current business environment, the risks executives are facing and their company’s strategic plans and priorities. Of the respondent pool, 83 were CFOs.
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