As many as 92% of chief financial officers (CFOs) in Poland say that the scope of their responsibilities has increased in recent years, while 93% are involved in projects that go beyond the traditional finance function, according to the KPMG in Poland and ACCA Polska report CFO Pulse – The Evolution of the CFO Role. Already, 36% of CFOs are taking on more and more competencies outside finance, 31% are leading transformation projects, and 68% are responsible for analytics and data strategy within their companies. Moreover, companies in which the CFO also assumes the role of Chief Data Officer (CDO) are more advanced in implementing AI within the finance function, regardless of company size.
The KPMG study, conducted in cooperation with ACCA Polska on a sample of 213 people responsible for the finance function in companies in Poland, shows that the responsibilities of CFOs are steadily expanding to include a growing number of operational and strategic areas. More than one-third of respondents indicate that they are taking on tasks outside finance, while nearly one in three CFOs is responsible for transformation projects.
The growing importance of analytics is also reflected in companies’ actions: 21% of CFOs declare a stronger focus on the use of predictive tools. In practice, this means a shift away from historical reporting toward supporting business decisions based on data and forecasts.
Digitalization and Operational Efficiency Under CFO Oversight
CFOs play an important role in projects related to the digitalization and automation of the finance function. Thirty-two percent of respondents are responsible for implementing technology solutions such as ERP systems or artificial intelligence-based tools.
Significant involvement is also visible in the area of optimizing operating models, indicated by 22% of respondents, including the centralization of processes and the development of shared service centers. One in five CFOs is responsible for investor relations and securing financing, which highlights the role of the finance function in building organizational stability and market trust.
The evolution of the CFO role is taking place primarily through the expansion of traditional financial competencies into new areas. This is most visible in digitalization and automation, where CFOs are becoming involved in projects related to system implementation, data management, and the development of analytics that support business decisions. At the same time, they are increasingly participating in the design of the organization’s operating model — from the centralization of financial processes to the development of shared service centers — acting as integrators between finance, operations, and technology. As a result, the CFO is increasingly becoming not only the guardian of financial results, but also a partner responsible for building a coherent management information system within the organization, as well as for designing, supervising, and implementing projects that influence enterprise value, says Maciej Bałabanow, CFA, Associate Partner, Advisory, Head of Strategy at KPMG in Poland.
Data and Technology Are Reshaping the Finance Function
The data area is becoming one of the most important elements in building a competitive advantage. Sixty-eight percent of CFOs are involved in analytics and data strategy, while 15% take full responsibility for this area by serving as Chief Data Officer.
Companies in which CFOs are responsible for data while simultaneously performing the role of CDO — which applies to 15% of surveyed cases — are more advanced in their use of artificial intelligence in finance. A lack of involvement in data strategy, declared by 27% of respondents, may limit an organization’s ability to use information effectively in management processes.
Challenges in Cooperation with Management Boards
Although one in five CFOs (21%) already describes themselves as a strategic partner through active participation in decisions concerning the organization’s development, the scope of CFO responsibilities also comes with organizational challenges. The most frequently indicated barrier is the limited understanding of complex financial matters among other board members, cited by 37% of respondents. Another important issue remains the perception of the CFO role solely through the lens of control and reporting functions, as indicated by 26%.
The CFO as an Architect of Enterprise Value
The survey results point to a lasting change in the role of the CFO — from a function focused on cost control to one that shares responsibility for creating organizational value. CFOs are increasingly involved in designing operating models, evaluating investments, and building coherent management information systems.
“The best CFOs we observe no longer ask only, ‘How much does it cost?’ but rather, ‘What is it worth, and how can it be measured?’ This shift in perspective — from reporting the past to co-shaping the future — is now one of the most important transformational challenges for the finance function in Poland and globally,” emphasizes Maciej Bałabanow, CFA, Associate Partner, Advisory, Head of Strategy at KPMG in Poland.
About the report:
The report The Evolution of the CFO Role is the third publication in the CFO Pulse series prepared by KPMG in Poland and ACCA Polska. The survey was conducted in November 2025 using the CATI method on a sample of 213 people responsible for the finance function in medium-sized and large enterprises operating in Poland. In the group of large companies, all survey participants held the position of CFO, while among medium-sized companies, CFOs accounted for 38% of respondents and chief accountants for 62%. Small enterprises and entities employing fewer than 10 people were excluded from the sample.
