From 2025 to 2035: How Today’s FP&A Trends Are Shaping the Future of Finance

Imagine a world where finance functions are fully automated, data flows seamlessly across departments, and chief financial officers (CFOs) are strategic growth drivers. According to the Finance 2035: Return to Investment Report, this “Digital Utopia” isn’t just a dream — but also the most likely scenario for 2035.

This vision is echoed in the 2025 FP&A Trends Survey. Per the results, financial planning and analysis (FP&A) teams are gaining visibility and ambition, but many remain bogged down by manual processes and outdated systems. The gap between aspiration and execution is real — but so is the opportunity to close that gap. Here are three trends prominently pronounced in both the Finance 2035 and the 2025 FP&A Trends reports.

1. Technology Has Moved Beyond Rigid Annual Cycles

The traditional 12-month planning cycle is quickly becoming outdated in today’s volatile business environment.

In 2025, 61% of organizations say they can only forecast up to six months ahead, a clear sign that long-term predictability is no longer the norm. This shift is pushing finance teams to adopt more agile approaches, including real-time forecasting, scenario planning, and continuous updates that reflect the pace of change. Dynamic models that can adapt as conditions evolve are thus replacing static, once-a-year planning.

In the finance function, this evolution is part of a broader transformation. A growing majority of CFOs and investors — 74% and 81%, respectively — believe that artificial intelligence (AI) and automation will completely reshape finance operations by 2035. And these technologies aren’t just enhancing efficiency. They’re also enabling a new level of responsiveness and strategic insight.

As organizations begin to embed these tools into their planning processes, the move toward continuous, tech-enabled forecasting is no longer a future goal. Instead, such forecasting is becoming the new standard for forward-looking finance teams.

2. Companies Failing to Invest in Technology Will Get Left Behind

Forecast accuracy is increasingly tied to the sophistication of financial models. In 2025, 77% of organizations using dynamic or fully driver-based models rate internal forecasts as good or great. Only 27% of those relying on basic or no models say the same.

Despite this clear advantage, a record-high 30% of organizations report not having upgraded their systems in over five years. This growing backlog of technical debt is becoming a serious liability, especially as the pace of change in business and technology continues to accelerate.

Across the finance landscape, the same urgency to modernize is echoed. A significant majority of chief executive officers (CEOs) and CFOs (70% and 68%, respectively) underscored the urgency. They believe any company that’s not investing in technology, infrastructure, and skills today won’t survive the next five years.

Ultimately, these leaders recognize that outdated systems and underdeveloped capabilities aren’t just inefficiencies but also existential threats. As finance functions evolve into strategic hubs, modernization is no longer just a competitive advantage. Modernizing is also a prerequisite for resilience and relevance in the decade ahead.

3. FP&A Is Becoming a Strategic Partner, Not Just a Reporting Function

Today, 57% of FP&A teams include an “FP&A Influencer,” a role focused on strategic collaboration with senior leadership. This role’s growth represents a notable increase from 50% in 2024. At the same time, the growth reflects rising expectations for finance teams to play a more active role in shaping enterprise decisions. The presence of this role signals a shift in how organizations view FP&A. Rather than seeing it as just a reporting function, organizations also see FP&A as a key contributor to business strategy and performance.

This evolution mirrors the expanding expectations placed on CFOs. Today, finance leaders are increasingly expected to drive growth, manage risk, and lead with purpose — all while navigating complex data and technology landscapes. The rise of the FP&A Influencer reflects this broader transformation as finance teams move from the back office to the front lines of strategic decision-making. As organizations prepare for a more dynamic and digitally driven future, the ability of FP&A to influence and guide will be essential.

Conclusion

The journey from 2025 to 2035 will be defined by more than just the technologies finance teams adopt. Instead, the journey will also be defined by how effectively they close the gap between ambition and execution. The systems and tools are already here. The vision is well-articulated. What remains is the commitment to act. Finance must invest in modern systems, integrate data and processes, and be empowered by leadership to lead from the front.

As outlined in the Finance 2035 report, CFOs are no longer expected to simply safeguard the business. They’re also being called to serve as strategic catalysts, guiding organizations through complexity with insight, agility, and foresight.

To facilitate this transformation, FP&A teams are vital. Their ability to deliver real-time intelligence, shape enterprise decisions, and partner across functions will determine whether organizations thrive in the decade ahead or fall behind. The future of finance isn’t a distant horizon — that future is being built today, one decision at a time.

For more information, check out Insights from the 2025 FP&A Trends Survey.