CFO TACTICS FOR UNCERTAIN MARKETS
Roland NicholsHow do forward-thinking finance leaders position their organizations for opportunity when policy and market conditions shift faster than forecasts?
Wipfli hosted a panel discussion with CFOs in high-pressure, heavily regulated industries to find out. Their message was clear: It takes a fundamentally different finance mindset to navigate uncertainty today.
Here are seven tactics they’re using to approach finance differently:
1. FLEXING BETWEEN DEFENSE AND OFFENSE.
Today’s organizations need to play both sides of the game, often within the same fiscal year. One CFO described rapid growth, followed by a strategic pause — then gearing up again for the next demand shift.
Policy and market changes can materially change demand overnight. That means CFOs must:
- Know when to tighten operations and when to expand.
- Build optionality into their financial models.
- Translate signals into action in days, not quarters.
- Communicate strategy shifts quickly to CEOs and boards.
The takeaway: In 2026, winning finance postures are fluid.
2. ADAPTING THE FP&A MODEL
Traditional budgeting cycles move too slowly. Across sectors, CFOs described shifting to bare-bones baseline modeling and layering in expansion as new data emerges. Other tactics include:
- Modeling the absolute minimum operating cost.
- Delaying nonessential capital investments.
- Maintaining cash reserves for fast-moving opportunities.
One CFO emphasized the need for ultra-granular scenario modelling, because even small variations in the business dramatically change cash flow and risk exposure.
The takeaway: The new FP&A model is iterative and built for agile decision making.
3. TREATING TECHNOLOGY AS A SURVIVAL ISSUE.
In live polling, 80% of CFOs in the webinar said finance technology modernization is a priority. But tech adoption moves at two speeds: maintenance vs. transformation.
Some are “maintaining” technology and stabilizing legacy systems. Others are using cloud tools, automation and AI to scale without expanding headcount. They’re using technology to scale with control.
AI came up frequently. CFOs warned that AI speeds up processes, but it doesn’t always improve accuracy. CFOs need to plan for how external entities could be using AI, even if your internal adoption is cautious.
The takeaway: Technology is core infrastructure. CFOs must evaluate every system that touches the revenue cycle — not just their own.
4. ESTABLISHING AI GUARDRAILS EARLY.
Without clear guidelines, well-meaning staff can expose the business to risk with AI — e.g., by plugging sensitive content into public tools or relying on inaccurate outputs. To minimize risk without discouraging innovation, CFOs recommend:
- Establishing formal, enterprise-wide AI use policies.
- Limiting access to secure, vetted tools like Microsoft Copilot.
- Requiring staff to verify AI outputs before using them.
- Training staff in safe and effective prompt engineering.
One leader shared how AI tools surfaced outdated policies and emails — a wake-up call for stronger governance.
The takeaway: Policy must precede AI. Guardrails around data, usage, security and access are nonnegotiable.
5. RECRUITING MORE THAN ACCOUNTANTS.
The finance function is evolving. CFOs are building hybrid teams with skills in FP&A, analytics, IT and operations — not just accounting and reporting.
One CFO hires for technology fluency as much as accounting skill, since automation is reshaping roles and responsibilities. Others said they’re hiring professionals who can bridge departments and speak both finance and IT.
The takeaway: The future of finance is interdisciplinary. CFOs need teams that can model scenarios, interpret data, implement technology — and close the books.
6. PRIORITIZING WORKFORCE STRATEGY.
Burnout. Retention. Pay expectations. Generational divides. All of these affect your labor model — and your financial model.
CFOs emphasized the importance of planning for workforce needs with the same rigor applied to capital planning. Without workforce stability, even well-built financial plans can fail.
The takeaway: To solve financial uncertainty, CFOs need workforce stability. That requires new thinking around how culture, flexibility, and technology support your people.
7. EXPANDING THE CFO ROLE.
Today’s CFOs are more than financial stewards. They’re strategic integrators, connecting operations, tech, workforce and risk. They need to know everything about the organization, not just the finances.
One leader described the job as being both “realist and translator” — someone who can balance the CEO’s optimism with board oversight and frontline realities.
The takeaway: The CFO is the connective tissue across your enterprise.
HOW CFOs CAN LEAD IN UNCERTAINTY
The panel closed with two mandates:
- Stay agile — and be ready to pivot quickly.
- Keep strong habits that are built during uncertainty.
Endurance and agility will determine whether businesses thrive or fall behind. Every CFO must be able to answer: “What’s the true cost of doing business — and how long can we sustain it?”
HEAR FROM THE CFOs
Watch the full webinar for deeper discussion on how CFOs are navigating volatility, AI and workforce pressures. When you’re ready to put these tactics into action, Wipfli can help turn your financial, technology and workforce goals into results.
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