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4 Strategies That Turn Finance Into A Driver Of Growth

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  Published in Business and Finance on Monday, September 22nd 2025 at 10:57 GMT by Forbes
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How Finance Can Become a Growth Engine – A Deep Dive into Forbes’ “4 Strategies That Turn Finance into a Driver of Growth and Value Creation”

On September 22 2025, Forbes’ finance columnist Cheryl Robinson released an article that re‑examines the role of the finance function in modern enterprises. Titled “4 Strategies That Turn Finance into a Driver of Growth and Value Creation,” the piece argues that finance can shift from a gate‑keeping, compliance‑oriented department to a strategic catalyst for growth, profit, and innovation. By weaving together real‑world examples, data‑driven insights, and practical action plans, Robinson offers a roadmap for CFOs and finance leaders looking to accelerate enterprise value.

1. Align Finance with Business Strategy

The Premise

Robinson opens with a stark observation: “Too often, finance operates in isolation from the business units that generate revenue.” In practice, this silo mentality means that financial insights arrive late—after a product launch or market expansion—rendering them less actionable.

Key Takeaways

• Strategic Partnerships – Finance should embed financial experts in product and marketing teams to co‑create business cases, set realistic KPIs, and monitor outcomes in real time.
• Scenario Planning – By developing “what‑if” scenarios that map financial impact across different business strategies, finance can flag risks before they become crises.
• Dynamic Forecasting – Instead of static quarterly forecasts, finance teams should adopt rolling forecasts that reflect the latest market intelligence, ensuring agility.

Supporting Links & Resources

The article links to a Deloitte guide on “Aligning Finance and Strategy” (link to https://www2.deloitte.com/us/en/pages/finance/articles/aligning-finance-with-business-strategy.html), which offers templates for joint planning sessions. Another reference is to McKinsey’s framework for “Financial Planning & Analysis in the Age of Digital Disruption” (link to https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/financial-planning-and-analysis).

2. Leverage Advanced Analytics and AI

The Premise

Robinson notes that finance is “data‑rich but insight‑poor.” With the explosion of big data, the function must evolve from spreadsheet wizardry to predictive analytics.

Key Takeaways

• Machine Learning for Forecast Accuracy – AI models can parse historical transaction data, market signals, and supply‑chain variables to deliver forecast errors as low as 2‑3 %—a substantial improvement over the industry average of 8‑10 %.
• Real‑Time Dashboards – By integrating ERP data with BI tools, finance can provide instant visibility into cash flow, margin compression, and customer profitability.
• Automated Reporting – Robotic Process Automation (RPA) can free analysts from routine data entry, allowing them to focus on interpreting insights and advising business units.

Supporting Links & Resources

The article points to a Forbes sister story on “AI in Finance” (link to https://www.forbes.com/sites/forbestechcouncil/2025/05/10/ai-in-finance/), which discusses case studies from Walmart and GE. It also references IBM’s analytics platform for finance (link to https://www.ibm.com/analytics/finance), offering sample implementation roadmaps.

3. Transform Risk Management into a Strategic Asset

The Premise

Robinson argues that the traditional risk‑management mindset—focused on compliance and mitigation—can be reframed as an opportunity‑creating engine.

Key Takeaways

• Enterprise Risk Management (ERM) Integration – By linking risk data to performance metrics, finance can quantify the financial impact of each risk, turning qualitative assessments into hard numbers that influence capital allocation.
• Dynamic Hedging Strategies – In volatile commodity markets, CFOs can use forward contracts, options, and swaps in real time, guided by data analytics, to lock in margins.
• Cyber‑Risk Valuation – Finance now needs to assign dollar values to potential cyber incidents, informing board‑level discussions on insurance and investment in cyber‑security infrastructure.

Supporting Links & Resources

The piece links to a Harvard Business Review article on “Risk Management as a Value Driver” (link to https://hbr.org/2024/11/risk-management-as-a-value-driver), summarizing best practices for embedding risk in strategic planning. It also references Gartner’s report on “Predictive Risk Analytics” (link to https://www.gartner.com/en/documents/4521), which provides a library of analytics tools.

4. Embed Finance in Product and Service Innovation

The Premise

In a rapidly evolving marketplace, finance must be an active participant in innovation cycles, not a post‑hoc cost analyst.

Key Takeaways

• Profitability‑Centric Innovation – Finance teams should conduct “profitability analysis” for every new feature or product line, forecasting incremental revenue, margin contribution, and time‑to‑profitability.
• Investment Scoring Models – Using weighted scoring systems that blend financial returns, strategic fit, and customer impact, finance can recommend or veto projects before they consume resources.
• Cross‑Functional Innovation Labs – Finance can help create labs where product, tech, and finance collaborate on rapid prototyping, iterating business cases on the fly.

Supporting Links & Resources

Robinson cites a Boston Consulting Group whitepaper on “Finance‑Led Innovation” (link to https://www.bcg.com/publications/2025/finance-led-innovation), which details the 5-step process for embedding finance in the ideation stage. Another reference is to Accenture’s “Financial Innovation Playbook” (link to https://www.accenture.com/us-en/insights/financial-services/financial-innovation-playbook), which offers practical templates for cross‑functional teams.

Practical Steps for CFOs and Finance Leaders

1. Re‑define the Finance Mission
   Set a clear mandate that finance is a growth partner, not just a gatekeeper.

2. Upskill the Team
   Invest in analytics, AI, and product management courses; embed learning paths into career tracks.

3. Choose the Right Technology
   Select integrated platforms (e.g., SAP S/4HANA, Oracle Cloud, Power BI) that allow seamless data flow between finance and other functions.

4. Measure Impact
   Track ROI on finance initiatives through metrics such as forecast accuracy improvement, margin uplift from pricing decisions, or risk mitigation cost savings.

5. Communicate Value
   Publish quarterly “Finance‑Impact” briefs that highlight how finance decisions drove growth, enabling the broader organization to see the direct benefits.

Conclusion

Cheryl Robinson’s Forbes article does more than enumerate four strategies; it reframes finance as the “growth engine” that must be agile, data‑savvy, risk‑aware, and deeply integrated into the innovation pipeline. By aligning finance with business strategy, harnessing advanced analytics, re‑imagining risk as a value driver, and embedding financial insight into product development, organizations can unlock significant upside—enhancing profitability, accelerating market penetration, and creating sustainable competitive advantage.

The article’s linked resources—guides from Deloitte, McKinsey, HBR, and industry reports—offer CFOs actionable blueprints to start implementing these strategies today. As the financial landscape continues to evolve, those who transform finance from a gatekeeper into a growth catalyst will lead their companies into a new era of value creation.