Key trend #2: The era of engineered growth

CFO insight

Preparedness in practice: modernizing for efficiency and resilience

Engineered growth requires a strong operational core, and CFOs are addressing this challenge with various strategies. Globally, 37% are increasing the frequency of forecasting updates, while 31% are rebalancing debt and capital structures to reduce exposure and optimize their cost of capital. These actions reflect a shared goal: enabling faster responses and minimizing uncertainty.

How CFOs are preparing looks different depending on the region. In the US, the focus is on speed. To support faster decision-making, 51% of CFOs are increasing their reporting cadence and 45% are doing the same in regards to forecast frequency. In Singapore, the emphasis is on balance sheet levers, including rebalancing debt and capital structures (41%). The UK and Spain are instead choosing to adopt new software (UK 41%, Spain 42%) and automation tools (UK and Spain: 34%). Similarly, Japan and Germany are both focused on operational levers: restructuring terms (Japan 42%; Germany 32%) and automating treasury processes (Japan 34%; Germany 30%).

Despite these regional differences, the underlying principle remains the same: growth is easier to engineer when the systems behind it are agile and resilient enough to withstand pressure.

Top strategic approaches to navigate external pressures with confidence

CFO insight

Optimism without preparedness: clear strategy, challenges in execution

Despite their ambitions, CFOs face significant challenges in executing their vision for engineered growth. Only one-third (33%) are concerned about forecasting accuracy and financial data reliability, which is surprising when considering that nearly two-thirds (59%) lack a complete real-time view of cash and liquidity across all accounts and entities.

Without real-time visibility, ensuring forecasting accuracy and data reliability becomes nearly impossible—especially in a world that moves quickly. The critical need for fully connected finance and treasury infrastructure is clear, yet only 35% of CFOs report having achieved a fully integrated system across banks, ERPs, and third-party data via APIs.

These limitations echo the OPR Index. CFOs feel prepared for macro risk, but the systems beneath their growth strategies still lag behind their optimism. This disconnect underscores the tension between their strategic goals and the limitations of their current capabilities.

To move faster, CFOs need cleaner data, more automation, and real-time visibility. Balancing optimism for growth opportunities with a clear-eyed focus on preparedness and risk management is essential. Investments in better tools, infrastructure, and data reliability are critical to building the confidence needed to unlock the full potential of engineered growth.

Across regions, fully complete, real-time cash visibility varies widely:

• Singapore: 62% (highest)

• USA: 48% | UK: 44% | Germany: 43% | Spain: 41% (all above the global average: 40%)

• France: 32% (below the global average)

• Japan: 27% | Italy: 22% (lowest)

What CFOs want vs. current reality

CFO insight

Engineering confidence with sustainable growth

CFOs are redefining the rules of growth while simultaneously building the systems to support it. They are creating frameworks that enable confident investment, even in the face of ongoing volatility. By modernizing processes, enhancing controls, and strengthening connections across their financial ecosystems, they are laying the groundwork for sustainable success.

Savvy leaders understand that growth in 2026 will reward those who treat liquidity, data, and operational agility as strategic assets, and they are already taking action to stay ahead.

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