New CFO Alliance Pulse Survey reveals shifting priorities and strategic responses among financial leaders
April 18; 2025
In its latest Emerging & Midmarket CFO Quick Pulse Survey; The CFO Alliance polled over 9;000 financial executives to capture their outlook on the economic landscape and how it’s reshaping their strategies. The results highlight a climate of uncertainty; cautious recalibration; and emerging areas of focus for CFOs navigating market uncertainty.
Key findings include:
A foggy forecast on tariff policy
Confidence in near-term clarity around U.S. tariff strategy remains low. Nearly half of the survey respondents (48.5%) expect it will take at least six months to gain insight into new policy directions. Another 37.9% anticipate a wait of 12 months or more. Only 13.6% believe clarity will come within three months; revealing widespread skepticism and a wait-and-see approach among finance leaders.
Market volatility spurs diverse responses
CFOs are split on how they’re reacting to increased market volatility and global tension:
- 28.8% report taking no immediate action.
- 18.2% are adjusting pricing models; and another 18.2% are reevaluating vendor contracts and supplier relationships.
- 13.6% are increasing cash reserves or shifting capital allocation.
- 10.6% are pausing capital investments or expansion plans.
- 9.1% are reassessing workforce-related strategies; including compensation.
- A small fraction (1.5%) is accelerating nearshoring or reshoring efforts.
These diverse tactics reveal a blend of caution and strategic repositioning across sectors.
Budget forecasts under pressure
When asked how global economic sentiment and policy uncertainty affect their forecasts; a majority (55.4%) cited a “moderately negative” impact relative to their original budget. Another 18.5% reported a “significantly negative” impact. Only 4.6% noted any moderately positive effects; while 21.5% remained neutral.
New priorities emerge for finance leaders
In light of shifting economic dynamics; accounting and finance teams are rethinking where to focus their efforts.
Areas becoming higher priorities include:
- Scenario planning & financial modelling (35.4%)
- Liquidity & working capital management (29.2%)
- Strategic sourcing and procurement (15.4%)
- Cost optimization (13.8%)
- Talent strategy & workplace planning (6.2%)
This shift in priorities reflects a move toward agility; risk mitigation; and strategic foresight in an increasingly complex environment.
Leadership and talent
Amid continued economic uncertainty; nearly 70% of respondents have not made changes to their 2025 talent strategy; as they are still in the evaluation phase. Meanwhile; 18.2% have already enacted hiring or compensation freezes in response to current conditions. As financial leaders navigate shifting trade policies and global market volatility; many are turning to peer collaboration for support—about 32% are engaging in small group forums focused on industry-specific challenges; while nearly 26% are participating in CFO roundtables centred on scenario planning and forecasting.
គំនិតចុងក្រោយ
The latest CFO Alliance Pulse Survey underscores a clear trend: uncertainty is reshaping the mindset and priorities of financial leaders across emerging and midmarket companies. While many CFOs remain cautious; holding off on immediate changes to talent strategy or awaiting clarity on tariff policy; they are far from passive. Instead; they are doubling down on financial modelling; liquidity management; and strategic scenario planning. Others are prioritising cost optimization; adjusting pricing models; and reevaluating vendor contracts and supplier relationships. The data points to a profession in transition; where adaptability; collaboration; and forward-thinking leadership are becoming not just valuable; but essential; for navigating what lies ahead in 2025 and beyond.
