Scaling AI in finance: From early benefits to transformation
Chapter 3Explore how Grant Thornton Bharat is helping finance leaders scale AI, drive automation, improve productivity and transform finance functions for sustainable growth.
India Finance Leaders Barometer 2026
Chapter 4
CFOs need the authority to challenge assumptions, build alignment and act
The findings of the India Finance Leaders Barometer survey show that CFOs can influence strategic decisions across the organisation by using financial insight and business judgement to assess risks, weigh options, and guide action. But many do not feel fully empowered to challenge assumptions in the boardroom. When asked what would strengthen their ability to shape discussions over the next 12 months, 44% of respondents selected a clearer mandate to question assumptions and align leadership thinking. In practice, this means being able to test proposals, voice disagreement and help bring discussions to a conclusion.
|
Finance leaders see governance and leadership dynamics and not access to data as the next opportunity.
|
What would strengthen CFOs' ability to shape strategic discussions?
Another 34% say clarity on short- and long-term trade-offs would aid decision-making. The survey also highlights the importance of relationships. Stronger relationships across the leadership team take precedence over access to external benchmarks, suggesting that CFO influence is initially built through trust and credibility. A quarter of respondents want more access to external benchmarks, recognising the value of independent reference points in strengthening their arguments and cutting through internal bias or competing views.
The CFO's role is not merely to present the numbers, but to shape what the organisation does next. The strongest CFOs bring judgement, challenge and commercial perspective to the boardroom, helping leadership make decisions that protect performance today while building long-term value.
Pallavi Bakhru
Partner and Family Office Leader, Grant Thornton Bharat
Organisations favour pragmatic change over bold reinvention
A stronger ability to shape discussions will matter when organisations consider change. The survey shows that most organisations are open to change when the business case is clear and disruption is limited. They support innovation, but still prioritise profit and stability. In the boardroom, decisions on change draw almost equally on data and experience, with data informing rather than replacing judgement. Leaders also lean towards long-term value and collective goals.
Average tilt across seven organisational tensions and trade-offs
Marker indicates where respondents collectively lean on each organisational trade-off
Healthy debate exists, but decisions need closure
The survey indicates that healthy debate is generally encouraged and seen as driving better decision-making, with differing views often surfaced constructively. 90% of finance leaders agree that healthy debate is encouraged and leads to better decisions, and 81% agree that differing views are raised and constructively challenged. However, governance maturity varies, and the common missing capability is structured convergence—turning debate into clear decisions, ownership and follow-through. Alignment mechanics that convert debate into action can help close this gap.
How CFOs perceive the decision-making process
Turning boardroom decisions into business execution
Turning boardroom decisions into action requires finance to work closely with the business teams. This is reflected in their priorities: 49% of CFOs rank becoming a strategic partner to the business among their top three priorities, alongside risk management (47%) and compliance (44%). These priorities indicate that CFOs expect the finance function to shape decisions, align stakeholders, and translate strategy into execution.
Most finance leaders feel confident about delivering on their priorities, with 64% very confident and 35% moderately confident. However, the sizeable, moderately confident group suggests some uncertainty about whether finance functions have the capacity, capabilities, and operating models to execute at pace.
The future of finance starts with the right conversations
Every organisation’s journey is different. Our experts work with finance leaders to navigate evolving priorities, from technology enablement and process transformation to strengthening strategic decision-making.
Let’s discuss what the next chapter of your finance function could look like.
About the survey
The India Finance Leaders Barometer 2026 by Grant Thornton Bharat captures the perspectives of CFOs and senior finance leaders on the priorities, challenges and opportunities shaping the finance function.
Drawing on insights from across industries, the survey explores how finance leaders are responding to an increasingly dynamic business environment and where they expect the function to evolve over the coming years.
CFO Solutions
Partner with Grant Thornton Bharat for integrated CFO solutions that enable smarter decisions, operational efficiency and sustainable growth.
Read the full series
Can finance leaders turn confidence into growth?
Chapter 2Finance leaders want to focus on strategy, but day-to-day demands still take up much of their time.
What is stopping CFOs from leading at full capacity?
Chapter 1Finance leaders want to focus on strategy, but day-to-day demands still take up much of their time.
