CFO’s not factored into decision making, Grant Thornton finds
CFO’s not factored into decision making, Grant Thornton finds
The data was a poll of 800 C-suite members, chief information officers and chief people officers, conducted by research house Censuswide for Grant Thornton in July 2025
Chief financial officers (CFOs) believe that financial factors are often not fully factored into key decision-making processes, with finance often only consulted after decisions have been made, according to data from Grant Thornton.
Just 26% of CFOs said financial and tax factors were ‘fully embedded’ in decision-making across the business, with a further 23% saying finance is either mostly consulted reactively (15%) or is rarely involved (8%) in decisions.
Less than half (44%) of CFOs surveyed believe they are currently perceived as a ‘strategic partner’ by their CEO, while 32% of CEOs say they perceive their CFO this way, and only 23% of CPOs and 35% of CIOs agree.
Furthermore, 36% of chief people officers said they liaise with their CFO only ‘on occasion’, and mostly during planning cycles or major initiatives. A quarter (24%) of CPOs admitted to engaging rarely with their CFO on strategy at all, with discussions limited to issues around financial oversight.
The data was a poll of 800 C-suite members, chief information officers and chief people officers, conducted by research house Censuswide for Grant Thornton in July 2025.
Simon Davidson, partner and head of finance consulting, Grant Thornton, said: “In an environment of digital disruption, regulatory pressure, and geopolitical uncertainty, leadership teams need to address the human dynamics that influence speed, clarity, cohesion and foresight.
“Yet, it seems many organisations are held back by competing priorities and packed agendas that lack a shared sense of direction. I’m not surprised to see that over one-quarter of CEOs admit they are struggling to manage C-suite tensions productively –but I am taken aback by how weak some of the relationships are between CFOs and their C-Suite colleagues.”
He added: “It seems most effective CFOs won’t just manage the numbers – they’ll bridge divides, surface constructive challenges and create the space and insights needed to build strategic capacity across the business.
“This isn’t just a problem for CFOs, it’s a risk for businesses – when finance isn’t integrated into decision-making, choices risk being made without the rigor, foresight, and informed trade-offs needed to drive value.”
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