Opinion: The finance organisation of the future: requirements and what lies ahead

Finance is being called to lead, not just report. In a multi-part series, Stefan Boehmer, CFO, Körber Supply Chain outlines the seismic shift the finance function is undergoing towards becoming a tech-enabled strategic partner at the centre of enterprise decision-making.

In today’s fast-evolving business environment—defined by digital disruption, shifting customer expectations, and growing complexity—Finance is being called to lead, not just report. The finance
function of the past, focused primarily on historical reporting and compliance, is giving way to a more dynamic, technology-driven, and strategic role at the heart of enterprise decision-making.

From Scorekeeper to strategic partner

Traditionally, Finance was the steward of financial accuracy: reporting results, ensuring regulatory compliance, and safeguarding assets. While these responsibilities remain foundational, they are no longer sufficient.

Modern finance leaders—CFOs and their teams—are expected to anticipate change, model future scenarios, and deliver real-time, data-informed insights that shape business direction. This evolution marks a profound shift in mindset: from scorekeeping to value creation; from backward-looking analysis to forward-thinking strategy.

Traditional Finance	Future Finance
Historical reporting	Real-time insights
Compliance	Scenario planning
Risk management	Strategic decision-making

Traditionally, Finance was the steward of financial accuracy—responsible for reporting results, ensuring regulatory compliance, and safeguarding assets. While these responsibilities remain foundational, they are no longer sufficient in today’s dynamic business environment.

Modern finance leaders—CFOs and their teams—are now expected to anticipate change, model future scenarios, and deliver real-time, data-informed insights that shape strategic direction. This evolution signals a profound shift in mindset: from scorekeeping to value creation; from backward-looking analysis to forward-thinking strategy

To enable this transformation, the finance organization of the future must be built on four foundational pillars: digital fluency and intelligent automation, agile operating models, strategic business partnering, and people and skills transformation.

1- Digital fluency and intelligent automation

Digital fluency and intelligent automation form the technological backbone of future-ready Finance. To remain relevant and impactful, finance teams must embrace cloud-based ERP platforms and integrate robotic process automation (RPA) to streamline transactional workflows. Leveraging artificial intelligence (AI) and machine learning will enable predictive analytics and automated forecasting, while modern data visualization tools will help convert complex datasets into accessible, actionable insights. Technology is no longer optional—it is the engine driving Finance forward.

2 - Agile operating models

Agile operating models are equally critical in a world defined by rapid change and uncertainty. Finance must adopt cross-functional teaming, shared services, and Centers of Excellence (CoEs) to ensure scalability and consistency. Roles and workflows need to be redesigned for hybrid work environments, enabling decentralized teams to operate effectively while maintaining strong governance and control. Agility enables Finance to pivot quickly, deliver faster, and better support enterprise decision-making.

3 - Strategic business partnering

Strategic business partnering is the next frontier for Finance. Rather than merely reporting on performance, finance professionals must move closer to the business—both in proximity and mindset. This means developing deep commercial acumen and a robust understanding of value drivers across the organization. Embedding finance talent within operational units allows for co-ownership of KPIs, the ability to challenge assumptions constructively, and proactive shaping of outcomes. Finance must evolve into a true driver of the business.

4 - People and skills transformation

At the center of all this lies people and skills transformation. The finance workforce must evolve beyond traditional accounting competencies to include critical thinking, stakeholder influence, data storytelling, and digital acumen. Investing in leadership development, continuous learning, and internal mobility will be key to building resilient, future-ready teams. Talent is the linchpin in Finance’s transformation journey—and its most strategic asset.

Available Tech-Stack: Powering the Finance Organization of the Future

The transformation of the finance function into a strategic powerhouse relies heavily on a robust and integrated technology stack. This ecosystem of tools empowers finance professionals to move beyond transactional tasks and instead focus on generating insights, guiding strategic decisions, and cultivating organizational foresight. Several key technology categories form the backbone of this transformation, each playing a critical role in enabling the future of Finance:

1 - Core ERP systems

Core ERP (Enterprise Resource Planning) systems, such as SAP S/4HANA, serve as the digital backbone of the modern organization. These platforms integrate core financial functions—general ledger, accounts payable and receivable, asset accounting—alongside supply chain management, human resources, and more. Cloud-based ERPs provide real-time access to data, improved scalability, and embedded analytics capabilities. For the finance function, a modern ERP delivers a single source of truth, enabling seamless data flows for advanced analytics, automation, and integrated reporting. It lays the foundational infrastructure necessary for a connected, intelligent, and future-ready finance operation.

2 - RPA platforms

Robotic Process Automation (RPA) platforms, such as UiPath and Automation Anywhere, further enhance efficiency by automating repetitive, rule-based tasks traditionally performed manually. These include invoice processing, bank reconciliations, data entry, and report generation. By relieving finance teams of these time-consuming activities, RPA allows professionals to redirect their efforts toward higher-value work—like analysis, forecasting, and business partnering. The result is a more agile and strategic finance function, with fewer errors and significantly accelerated processes.

3 - Predictive analytics tools

Predictive analytics tools, including Anaplan and Oracle EPM Cloud, extend the finance team’s capabilities into the realm of foresight. These platforms apply statistical algorithms, machine learning, and historical data to project future outcomes and model different business scenarios. Finance leaders can use these tools to engage in proactive risk management, identify emerging opportunities, and advise the business with data-backed confidence. With collaborative planning features and robust what-if analysis, predictive analytics becomes a cornerstone of strategic agility.

4 - Business Intelligence platforms

Business Intelligence (BI) platforms, such as Power BI and Tableau, play a vital role in turning complex data into compelling narratives. These tools offer dynamic dashboards, self-service analytics, and rich data visualizations that allow both finance and non-finance stakeholders to explore trends, patterns, and anomalies. By translating raw financial data into intuitive visual formats, BI platforms enhance the organization’s ability to communicate performance, anticipate change, and make data-driven decisions.

The integrated tech-stack

Crucially, these technologies are most powerful when implemented as part of an integrated tech stack. An interconnected ecosystem—where ERP systems serve as the data foundation, RPA handles inputs, predictive tools generate forward-looking insights, and BI platforms visualize the outcomes—creates a feedback loop that enhances every layer of financial management. This integration not only improves operational efficiency but also elevates Finance’s role as a strategic partner to the business, capable of delivering deeper insights, sharper forecasts, and more confident decisions.

This article is part of a multi-part series. To read part 2 click here →