The finance function in the region is moving from control and compliance towards commercial leadership. Boards now expect the CFO to explain not only what happened, but what should happen next.
This paper sets out the five priorities we see on credible 2026 finance agendas and the practical steps to deliver them.
From reporting cycles to decision cycles
Most finance teams still organise themselves around the month end close. Decision makers, meanwhile, operate weekly. The gap between the two is where value is lost.
Shortening the close is only half the answer. The stronger move is to identify the ten measures leadership actually uses and report those with a weekly rhythm, even in draft form.
- Define a short list of decision measures with the business, not for it
- Publish weekly indicators alongside a disciplined monthly close
- Retire reports nobody reads before adding new ones
Owning the commercial model
Pricing, discount governance and customer profitability sit at the centre of the modern CFO mandate. Without finance involvement, discounting becomes the default response to competition.
We recommend a documented pricing framework with approval thresholds, plus deal level margin visibility before commitments are made.
Building capability, not just capacity
Hiring more people rarely fixes a reporting problem. Capability gaps in analysis, systems and business partnering usually explain more than headcount does.
A structured development plan, paired with selective automation, delivers more than an extra pair of hands.
Governance that supports speed
Strong controls and fast decisions are not opposites. Clear delegated authority, documented policies and reliable data allow leaders to move quickly with confidence.
Key takeaways
- Align reporting to decision cycles, not accounting cycles
- Put finance at the centre of pricing and margin governance
- Invest in analytical capability before adding headcount
- Treat governance as an enabler of speed, not a brake on it