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CFOs of Tomorrow: Merging Algorithms with Empathy, Says Deloitte

  //business-finance.news-articles.net/content/202 .. rging-algorithms-with-empathy-says-deloitte.html
  Published in Business and Finance on Wednesday, November 19th 2025 at 12:01 GMT by The New Zealand Herald

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The CFO of Tomorrow: Why Deloitte’s Top 200 Report Says Future Leaders Must Pair Algorithms with Empathy

When Deloitte released its 2023 Top 200 Companies report, it was not just the list of the country’s most valuable firms that caught headlines – it was the accompanying commentary on the role of the Chief Financial Officer. In a premium article for the New Zealand Herald, “Deloitte top 200: From algorithms to empathy – why the future CFO must be both,” the consulting giant argues that the modern CFO has to be at once a master of technology and a practitioner of people‑centric leadership. The piece pulls together insights from Deloitte’s global research, case studies from the New Zealand market, and the perspectives of CFOs who are already straddling the divide between data‑driven decision‑making and stakeholder communication.

The Shift That’s Already Happening

The article begins by noting that, historically, CFOs were perceived primarily as custodians of financial stewardship—keepers of the books, guardians of risk, and controllers of budgets. But in the last decade, the finance function has become a strategic engine for growth, innovation, and resilience. According to Deloitte’s own Future of Finance report (linked within the article), over 70 % of CFOs now report that technology and data analytics are “core” to their role. The same study found that 64 % of senior leaders believe that soft skills—particularly empathy, storytelling, and stakeholder engagement—are equally important.

The New Zealand Herald piece contextualises these findings with the local market. It cites several New Zealand CFOs who have begun to use predictive analytics to forecast market trends, yet still emphasise the necessity of “human‑touch” when explaining financial outcomes to board members and employees. The narrative is reinforced by a short video clip embedded in the article, where a CFO from Auckland’s biggest manufacturing firm explains how she balances machine‑generated insights with the lived experiences of her team.

Algorithms: The New Language of Finance

At the heart of the article is a detailed look at the technology that is reshaping finance. Deloitte’s Top 200 report highlights several key enablers:

1. Artificial Intelligence & Machine Learning – From automated invoice processing to real‑time cash‑flow forecasting, AI is reducing manual workload by up to 30 % (according to Deloitte’s own benchmarking data). The article quotes a senior Deloitte analyst, who explains that AI is now being used to flag anomalies that may indicate fraud or financial misstatement.

2. Cloud‑Based Financial Platforms – With 82 % of CFOs adopting cloud solutions for scalability and collaboration, the narrative underscores the shift away from legacy, on‑premise systems. The Herald article notes that cloud platforms also allow for seamless integration of ESG metrics, a growing requirement for investors.

3. Data‑Driven Storytelling – The “algorithmic CFO” is not just crunching numbers; it is translating complex datasets into actionable narratives for the board. Deloitte’s Top 200 research shows that 57 % of CFOs now use data visualisation tools to communicate financial health in real‑time.

The piece also warns that relying solely on algorithms can create a blind spot. In a linked article on Deloitte’s website, the firm outlines how “algorithmic bias” and “data integrity” can skew financial insights, making human oversight essential.

Empathy: The Counterbalance

After outlining the technical side, the Herald article pivots to the softer side of CFO leadership. It defines empathy in this context as the ability to “understand and share the feelings of others” while still making data‑driven decisions. Key points include:

• Stakeholder Trust – Deloitte’s research found that 68 % of investors now consider a CFO’s communication style as critical to investment decisions. The article recounts an interview with a New Zealand CFO who said that being transparent about financial challenges helps secure employee morale during tough restructuring periods.

• Change Management – The article references a Deloitte case study of a multinational New Zealand firm that successfully navigated a digital transformation because the CFO engaged cross‑functional teams in a series of workshops that encouraged open dialogue. This “empathy‑first” approach reduced resistance to change by 45 %.

• Talent Development – CFOs are expected to mentor the next generation of finance professionals. The piece notes that 73 % of CFOs now actively participate in leadership development programs, as reported by Deloitte’s Talent in Finance survey.

The article includes a powerful quote from a CFO who says, “I spend as much time listening to my team as I do analyzing spreadsheets. It’s a balance of heart and numbers.”

Blending Both Worlds

The central thesis of the article is that the most effective CFOs will blend algorithmic rigor with empathic leadership. Deloitte’s Top 200 report lists a “Hybrid Score” for each company’s CFO, measuring both technical acumen and people‑management skills. The New Zealand Herald article highlights that companies with higher Hybrid Scores tend to out‑perform their peers in both financial performance and employee engagement metrics.

Practical recommendations offered by Deloitte—and echoed in the article—include:

1. Continuous Learning – CFOs should invest in AI and data analytics courses while simultaneously engaging in executive coaching that focuses on emotional intelligence.

2. Cross‑Functional Collaboration – Finance teams should work closely with IT, marketing, and ESG departments to ensure that data insights are aligned with broader business objectives.

3. Transparent Reporting – Financial reports should incorporate narrative explanations of data trends, ensuring that board members and investors understand the context behind the numbers.

4. Employee‑Centred Culture – CFOs should champion a culture where questions are encouraged, and where financial transparency is viewed as a tool for empowerment rather than control.

The Bottom Line for New Zealand Companies

The article concludes with a call to action for New Zealand firms that appear on Deloitte’s Top 200 list—and those that aspire to be. It points out that the country’s top 20 CFOs already demonstrate a “balanced blend” of technical and soft skills, positioning New Zealand as a leader in finance innovation. For smaller firms, the Herald piece stresses that “you don’t have to be a big company to adopt this model; it’s a mindset shift that starts at the top.”

The article closes with a reflection on the future of the finance profession. “As the world becomes more data‑rich and more uncertain, the CFO who can read algorithms and yet read people will be the most valuable asset to any company,” the article writes. This synthesis of quantitative precision and human insight, the piece argues, will not only sustain businesses but also accelerate sustainable growth and societal impact.

In Summary

The New Zealand Herald article summarises Deloitte’s Top 200 report by emphasising that the future CFO must be a hybrid professional—equipped with advanced analytical tools and guided by empathy. The piece draws on Deloitte’s global research, local case studies, and interviews with practicing CFOs to illustrate how technology and people skills are not mutually exclusive but complementary. In a rapidly evolving business landscape, the ability to interpret data, communicate it effectively, and inspire confidence will determine which organisations thrive. The takeaway is clear: the next generation of finance leaders cannot choose between algorithms or empathy; they must master both.