The CFO operates in survival mode: Automation is no longer a strategy; it is a prerequisite for operations
Introduction: A transformation born out of urgency
The report is based on a clear premise: the finance function is experiencing a period of structural strain. The accumulation of responsibilities, operational complexity and an increasingly demanding business environment place the CFO in a central yet extremely demanding position.
In this context, automation does not emerge as a planned strategic objective, but rather as a pragmatic response to an immediate problem: to keep the business running without collapse. The study, based on interviews and surveys with more than 200 CFOs from Spanish companies, does not analyse technology in the abstract, but rather the real journey of the financial executive in this process of change.
The conclusion is straightforward: transformation starts at the operational level, not the strategic level.
Methodology: an in-depth look at the real-life CFO
The value of the report lies in its empirical foundation. It is based on 200 quantitative surveys carried out at the end of 2025 and a series of in-depth interviews that provide qualitative context.
The sample is a fairly accurate reflection of the Spanish business landscape: family businesses and SMEs predominate, with small finance departments and structures that do not always scale in line with the pace of business.
This point is key to understanding the analysis as a whole. The CFO described in the report is not an idealised corporate profile, but an executive who juggles multiple roles, manages several areas and works under constant operational pressure.
CFO barometer: the agenda is dominated by urgent matters
The barometer confirms that CFOs' main concern remains guaranteeing the smooth running of the business. Cash flow clearly tops the list of priorities, accompanied by the relationship with the CEO and the management of talent within the finance team.
Underlying these figures is a significant insight: the CFO is not focused on transformation because they do not have the margin for it. Their time and attention are absorbed by critical tasks with no room for error.
At the same time, most CFOs see themselves as being in a stable phase of their career, which reinforces the idea of continuity rather than disruption. The role evolves, but it is doing so incrementally, conditioned by operational realities.
The focus of their action reflects this same pattern. Although digitalisation is becoming increasingly important, it remains subordinate to objectives such as operational efficiency and cost reduction. Technology is not the driver of change; it is the means of alleviating pressure.
Technology investment: prudence versus ambition
One of the most significant findings of the report is the moderation in technology investment. The proportion of CFOs expecting to increase their investment has fallen compared to last year, indicating a more cautious and fragmented environment.
This trend does not reflect a lack of interest in technology, but rather a shift in phase. Organisations appear to be moving towards an exploratory stage, in which concrete and tangible initiatives are prioritised over major transformative ventures.
Moreover, investment capacity is closely linked to the size of the finance department, which creates a clear gap between organisations.
RPA in finance: a solution that starts as a relief
The core of the report is devoted to analysing the adoption of robotic process automation. RPA is defined as a technology capable of executing repetitive tasks more quickly and with fewer errors, especially in areas such as reconciliation, invoice processing and reporting.
However, its relevance lies not so much in the efficiency it provides as in the context in which it is applied. The study emphasises that the CFO's starting point is deeply operational. Day-to-day operations are dominated by month-end closings, incidents and manual tasks that are time-consuming and lead to overload.
In that scenario, automation emerges as an almost inevitable necessity. It is not adopted to redesign the role, but to prevent the operational burden from rendering the finance area unsustainable.
A gradual process: first survive, then improve
The implementation of RPA follows a very specific pattern. Companies begin by automating the most repetitive, high-volume processes, such as accounts payable or bank reconciliations.
The initial objective is simple: save time and reduce errors. The impact is immediate, but limited. Automation acts as a relief mechanism that streamlines operations, although it does not immediately transform the management model.
The report is especially clear on this point: The time freed up does not automatically translate into strategy, but is reinvested in strengthening control and the operations of the finance department.
The obstacles: technology is not the problem
One of the most relevant aspects of the study is the identification of the true obstacles to automation.
Although technological limitations do exist, the report points to organisational and cultural factors as the main barriers: non-standardised processes, resistance to change and lack of in-house capabilities.
Furthermore, automation acts as a catalyst that brings hidden problems to light. Fragmented systems, heavy reliance on Excel and duplication of tasks come to the surface when you try to automate. In this sense, RPA does not resolve the pre-existing disorganisation, but rather forces organisations to address it.
In this process, the CFO takes on a role more akin to that of an organisational architect than a technology champion.
Business integration: from historical data to real-time decision-making
As automation advances, the most significant change lies not in the process, but in the use of data.
Financial information ceases to be merely an outcome of the month-end closing and becomes a tool used during day-to-day operations. This allows for more continuous monitoring and greater integration with the rest of the business.
During this phase, the CFO begins to participate more actively in decision-making, especially alongside the CEO. The focus of discussions shifts from explaining what has happened to determining what to do with the available information.
RPA Maturity: real progress, uneven impact
The report places the maturity index at 61.4%, indicating that automation is already part of the financial landscape in many companies.
However, the degree of progress varies. A significant proportion of organisations remain in initial or tactical phases, using RPA primarily as a tool for efficiency. Only a small percentage reach advanced levels where automation is combined with analytics and artificial intelligence.
This reinforces a fundamental idea: the adoption of technology does not automatically imply a change in the CFO's role.
Benefits and limitations: efficiency yes, transformation limited
The results of automation are clear in operational terms. Time spent on repetitive tasks is significantly reduced, errors decrease and process traceability is improved.
However, these benefits do not directly translate into a redefinition of the finance role. The CFO does not abandon day-to-day operations, but rather delves deeper into it with greater capacity for control and analysis.
Transformation, therefore, is gradual and contingent. Technology creates opportunities, but does not bring them to fruition on its own.
The report debunks the dominant narrative surrounding digital transformation in finance. There is neither a radical break nor a linear evolution towards a more strategic role. What exists is a slow transition shaped by day-to-day pressures.
Automation alone does not turn the CFO into a strategist, but it does mark a clear dividing line: those who do not adopt it will remain trapped in day-to-day operations; those who do so will have the option – though not the guarantee – of moving beyond them.
Ultimately, change does not depend on technology, but on organisations' to redesign the way they work. RPA is not the destination. It's the starting point.
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