The Great Finance Paradox: Doing More With Less (Again)
The Great Finance Paradox: Doing More With Less (Again)
Every finance professional knows the phrase “do more with less.” It has become a familiar request in boardrooms, often delivered at the exact moment when resources are being cut and expectations are rising. The paradox is clear: finance teams are among the first to be asked to tighten belts, yet they are also expected to deliver sharper insights, faster reporting and strategic guidance to steer the business through uncertainty.
Why Finance Always Ends Up in the Firing Line
Part of the reason lies in perception. Finance has traditionally been viewed as a cost centre, a necessary function that keeps the books in order rather than a driver of growth. That perception makes it an easy target when budgets are under pressure. At the same time, the invisible wins of finance – catching errors, preventing risks, streamlining compliance – rarely make headlines. Success is measured in what doesn’t go wrong, which can make it harder to showcase value.
The Shift Finance Leaders Need to Make
Expectations have shifted dramatically. Businesses now demand real-time data, forward-looking forecasts and advice that stretches far beyond statutory reporting. Finance leaders are no longer simply keeping score; they are expected to shape the game itself. This transformation means the paradox of “more with less” is not just frustrating, it is unsustainable unless the role of finance continues to evolve. The real solution is not to accept the demand at face value but to change the conversation. Finance needs to move from being seen as a cost to being understood as a source of value. That involves demonstrating how financial insight directly influences growth, efficiency and resilience. It also requires a shift from reporting on what happened yesterday to advising on what should happen tomorrow. Automation has a part to play as well, freeing teams from manual tasks and allowing them to concentrate on analysis and strategic decision-making.
Doing More With Less of the Wrong Work
Doing more with less will always be part of the job, but the challenge is to do more with less of the wrong work. By focusing on the activities that have the greatest impact – forecasting, scenario planning, cashflow resilience and partnering with the wider business – finance teams can make the paradox work in their favour. Instead of being the first place to cut, they can become the function that organisations rely on most when times are tough.
Final Thought
The paradox is not going away, but within it lies an opportunity. Each time finance rises to the challenge, it strengthens its position as a strategic partner rather than a back-office cost. Doing more with less may sound like a tired refrain, but doing more with impact is the real test for finance leaders in 2025.
