--- title: "Executive playbook: building finance for change" --- [![Highspring Logo](https://resources.highspring.com/hs-fs/hubfs/Highspring%20Logo.png?width=2787&height=655&name=Highspring%20Logo.png "Highspring Logo")](https://www.highspring.com/) [![Highspring Logo](https://resources.highspring.com/hs-fs/hubfs/Highspring%20Logo.png?width=2787&height=655&name=Highspring%20Logo.png "Highspring Logo")](https://www.highspring.com/) Search ## EXECUTIVE PLAYBOOK:  # Building finance for change Why finance leaders can't rely on yesterday's playbook.  ![Group 151 (2)](https://resources.highspring.com/hubfs/Group%20151%20(2).png "Group 151 (2)") ### The CFO's expanding mandate For years, finance has been defined by precision, control, and performance. In today’s environment, that mandate has grown. Finance leadership today often means shaping strategy, leading transformation, and bringing confidence to moments of uncertainty.  Performance lasts when it is matched with the ability to pivot and respond to change. Strong scorecards don’t always capture the full picture. Momentum can fade when teams struggle to pivot, when skills are hidden in silos, or when collaboration slows. Recognizing these patterns makes it easier to act decisively and strengthen agility.  ### The signals you shouldn't ignore ### Strong results can sometimes mask deeper constraints. Teams can meet traditional KPIs and still falter when priorities change.  The Agility Index highlights where enterprise organizations are most vulnerable: **73% can't pivot teams** within three weeks.  ([Highspring](https://learn.highspring.com/the-agility-index-report/what-got-you-here-wont-get-you-there)) **80%** of finance and accounting departments **are siloed**.  ([Highspring](https://learn.highspring.com/the-agility-index-report/danger-zones-whos-vulnerable-and-why)) **69% can't rapidly mobilize** people with the right skills. ([Highspring](https://learn.highspring.com/the-agility-index-report/what-got-you-here-wont-get-you-there)) **18%** describe their leadership as **aligned and responsive**.  ([Highspring](https://learn.highspring.com/the-agility-index-report/danger-zones-whos-vulnerable-and-why)) ![Group 172](https://resources.highspring.com/hubfs/Group%20172.png "Group 172") These aren’t surface-level inefficiencies. They are underlying challenges that demand leadership attention. The opportunity lies in connecting them more effectively, so teams can move quickly and work seamlessly together. ### Examples to watch: **Slow pivots** Only **27% of enterprises can redirect teams fast enough** when strategy shifts, which means most teams need clearer mechanisms to change focus. **Siloed execution** Finance, HR, and leadership frequently operate in parallel, which **slows coordinated action** when it matters most. **Skill blind spots** Many large organizations struggle to see the talent they already have. **Only 31% feel confident** they can quickly find the right skills when priorities shift. ### From stability to strain For years, finance has been defined by precision, control, and performance. In today’s environment, that mandate has grown. Finance leadership today often means shaping strategy, leading transformation, and bringing confidence to moments of uncertainty.  Performance lasts when it is matched with the ability to pivot and respond to change. Strong scorecards don’t always capture the full picture. Momentum can fade when teams struggle to pivot, when skills are hidden in silos, or when collaboration slows. Recognizing these patterns makes it easier to act decisively and strengthen agility.  ### Key areas of focus include: ![Group 184](https://resources.highspring.com/hubfs/Group%20184.png "Group 184") |   |   | | --- | --- | | ![Group 124-1](https://resources.highspring.com/hs-fs/hubfs/Group%20124-1.png?width=38&height=40&name=Group%20124-1.png) | Rising demands, shrinking bandwidth: Rebalance efforts so performance cycles and transformation goals both get what they need. | | ![Group 144 (1)](https://resources.highspring.com/hs-fs/hubfs/Group%20144%20(1).png?width=38&height=40&name=Group%20144%20(1).png) | **Modernizing systems and workflows:** Replace manual handoffs with platforms that speed planning, forecasting, and decisions. | | ![Group 145 (1)](https://resources.highspring.com/hs-fs/hubfs/Group%20145%20(1).png?width=38&height=40&name=Group%20145%20(1).png) | **Developing agile talent strategies:** Track skills, not only headcount, and make mobility a norm so the right people can step into new priorities. |   ### Designing finance that can adapt Agility does not replace performance. It protects it. Finance leaders who embed adaptability into everyday operations create conditions for both precision and speed. The goal is not to discard proven strengths. It is to extend them so the function remains responsive as conditions evolve. High-agility organizations demonstrate how adaptability can be integrated into everyday operations. They align finance more closely with enterprise strategy, develop systems that anticipate rather than react, and adopt technology that enables progress without disruption. ### Practical ways to begin include: ![Group 119](https://resources.highspring.com/hs-fs/hubfs/Group%20119.png?width=42&height=42&name=Group%20119.png) Aligning finance with enterprise strategy so that financial insights inform decisions, not just reporting cycles. ![Group 119](https://resources.highspring.com/hs-fs/hubfs/Group%20119.png?width=42&height=42&name=Group%20119.png) Redesigning talent for mobility by building systems that track skills and create clear pathways to redeploy people quickly. ![Group 119](https://resources.highspring.com/hs-fs/hubfs/Group%20119.png?width=42&height=42&name=Group%20119.png) Modernizing technology to reduce friction in planning and reporting processes, ensuring systems support rather than slow change. ![Group 119](https://resources.highspring.com/hs-fs/hubfs/Group%20119.png?width=42&height=42&name=Group%20119.png) Making agility a performance metric, tracking responsiveness and adaptability alongside traditional measures of accuracy and efficiency As the Agility Index shows, organizations with high agility are four times more likely to align strategy across talent, execution, and technology, and twice as likely to report positive revenue trends in 2025. By embedding adaptability into finance, leaders can deliver on today’s reporting and compliance needs while building the flexibility to guide future strategy with confidence. ## The leadership imperative The playbooks that once defined finance leadership are now reaching their limits. Building finance for change means anticipating challenges, reading the signals early, and embedding agility as a core capability. Curious how your team stacks up? Measure your organization’s agility in three minutes with the Agility Calculator, or let’s talk about how you can get started.   [Calculate now](https://resources.highspring.com/agility-index-calculator?hsLang=en) [![The Agility Index Report](https://resources.highspring.com/hs-fs/hubfs/report%20thumbnail%201%20(1).png?width=2000&height=1140&name=report%20thumbnail%201%20(1).png "The Agility Index Report")](https://learn.highspring.com/the-agility-index-report/) # Ready to grow? 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