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The mix is not contradictory: efficient expense management should release capital and capacity for strategic costs. As one CFO action plan encourages, the goal is to "optimize cost, then reinvest the cost savings to grow business." . The rest of this report explores how finance companies achieve that balance. ----------------------------------------------------------------------------- Identified as a top-5 priority by of CFOs (Gartner Dec 2025) .
In light of the priorities above, CFOs are releasing a variety of cost-cutting techniques. Crucially, current commentary stresses that cuts must be.
Typical actions include evaluating all expense classifications, renegotiating supplier contracts, and re-engineering processes. Table 2 summarizes common areas of costs examination versus locations of continued or increased financing. Upskill finance group for automation and analytics; invest in training to enhance performance.
Shift to virtual events. Reallocate savings to digital marketing tools, data-driven consumer analytics. For instance, CFOs may trim broad marketing expenses and instead purchase targeted, ROI-measurable campaigns. IT and Systems (Legacy) Eliminate outdated or redundant applications; implement strict approval for new software. Buy cloud ERP, RPA, AI, and integrated analytics platforms .
AI budgeting tools) and provide faster insights (e.g. real-time dashboards). Finance Processes (Reporting, Closing) Standardize and automate regular reconciliation and closing jobs to diminish cycle time.
Release money from overstock . Invest in cash forecasting tools and supply chain exposure to reduce working capital connected up. Usage information analytics to enhance money conversion. Capital Investment Delay or cancel low-return tasks; prioritize upkeep capex. Reroute CAPEX towards critical digital infrastructure (e.g. cybersecurity, AI analytics platforms) that improves long-lasting efficiency.
For instance, efficient cooling systems and other green projects can cut operating expenses by 30% . Consider sustainability projects that have dual cost and compliance benefits. In each location, are crucial. For example, the Campbell Soup financing leader explained an "enablers program" that cut controllable spend by about 4.5% annually .
These steps led to recurring cost savings without crippling the service. Under ZBB, every cost should be justified each year, rather than relying on incremental increases, which forces managers to root out redundant costs.
CFOs are tightening credit terms and stock levels to free up money. In the AFP case study of a Middle East automotive retailer, the finance group determined slow receivables and bloated stock as crucial drains, and implemented stricter credit policies and inventory reduction programs.
Maximizing Savings Through Global Talent HubsThe case illustrates that finance-led jobs (reducing DSO, working out supplier terms, and so on) can drastically enhance margins without slashing headcount. Lastly, continue to be significant levers. Not detailed in this report, lots of companies are consolidating transactional finance (AP, AR, payroll) into Centers of Excellence or offshoring places to record economies of scale.
By moving high-volume, rule-based jobs to specific service companies (often in lower-cost countries), CFOs can cut costs and access advanced tools (for example, some BPO suppliers already provide "AI-enhanced accounting" abilities as standard) . In short, financing outsourcing is becoming a tactical choice for cost management as well as ability building.
Primary among these is innovation and automation. Nearly all studies highlight that 2026 will see. Notably, regardless of pressure on overall capital investment, financing and IT budgets show exceptional durability for innovation. As Deloitte and Gartner information imply, CFOs are cushioning and even improving budgets for digital transformation and AI.
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