Human-centric leadership and managing with impact

As the world of business and finance transforms at lightning speed, the role of business leaders and CFOs is being redefined. It’s no longer just about numbers. It’s about vision, leadership, and the courage to drive change. Jakub Bejnarowicz, Regional Director – Europe at the Association of International Certified Professional Accountants, the global alliance formed by AICPA and CIMA, shares insights on how to prepare for the new business reality – one that demands not only technical mastery, but strategic foresight and human-centric leadership.

What trends are shaping today’s business world and how has the role of leadership evolved in recent years?

Several forces are reshaping the business landscape. Technology and artificial intelligence (AI) are at the forefront, revolutionising finance by automating routine tasks, enabling real-time data processing, and improving regulatory reporting. Finance professionals must now master digital tools, including blockchain, advanced analytics, and data visualisation.

At the same time, cost management remains critical. Despite technological advances, traditional financial skills are still vital. Rising costs – from minimum wage increases and inflation to environmental regulations – require robust cost-control strategies to maintain profitability and support long-term growth.

Another major trend is sustainability and green skills. Demand for sustainability-related competencies is surging, especially in Poland. Finance teams are expected to integrate financial and non-financial data to support long-term value creation and ESG-driven decision-making.

Alongside these developments, cybersecurity has become a pressing concern. With growing reliance on digital platforms, cyber threats are escalating. Finance teams must implement strong cybersecurity measures, conduct regular audits, and ensure compliance with data protection regulations like GDPR.

Finally, there is a need for competency expansion. Leaders must shift from siloed thinking to systems thinking, connecting technology, sustainability, and strategy. Continuous learning and upskilling beyond core technical finance skills are essential to stay competitive.

As these trends converge, the role of leadership is evolving. Leaders must now master systems thinking, connecting technology, strategy, and purpose.

What are the most pressing challenges that leaders face today?

They face a complex and fast-changing environment marked by geopolitical uncertainty, inflation, and mounting regulatory pressures. These external forces are compounded by internal challenges such as talent shortages and the urgent need for upskilling. At the same time, leaders must strike a delicate balance between driving innovation and maintaining strong governance and ethical standards. This combination of factors demands resilience, adaptability, and a commitment to continuous learning.

Resilience has become a core leadership capability. Leaders must balance innovation with risk, and opportunity with accountability, especially in the face of AI disruption, talent shortages, and volatile markets.

Alongside this, talent management is a critical priority. Leaders must invest in upskilling, digital literacy, and inclusive leadership to remain competitive. CIMA’s learning programmes and the CGMA designation help bridge this gap by preparing professionals to lead with confidence and competence.

Finally, the rise of AI introduces both opportunity and risk. Leaders must ensure robust governance, ethical implementation, and transparency in decision-making. This challenge is especially acute in Europe, where regulatory frameworks are evolving rapidly.

Let’s talk about the human side of leadership. What’s “managing with impact” about?

I believe that the DNA of modern finance leadership isn’t about having all the answers – it’s about creating the conditions where teams can find them. So for me, leading with impact means leading with presence and purpose, maintaining clarity in high-change environments, and demonstrating authenticity, openness, and transparency. It also means turning challenges into growth opportunities.

How can leaders balance performance with empathy and inclusion?

Leadership today isn’t just about making decisions – it’s about making a difference. As technology reshapes the way we work, the ability to connect, inspire, and lead with empathy has never been more important. Business and finance leaders must move from command-and-control to bold, open leadership. Emotional intelligence, inclusion, and resilience are now core competencies.

What trends are shaping the future of workforce and leadership? And how can organisations prepare for the next generation of leaders?

The rise of AI and digital transformation is redefining roles. The ‘T-shaped’ professional – with deep technical skills plus broad leadership and digital fluency – is the new standard. Organisations should invest in three areas: skills linked to value creation; sustainability, technology, and data literacy; and high-order thinking skills – what we call power skills – like critical thinking and integrated thinking.

That’s why we have transformed how we prepare finance professionals. Announced this year, our 2026 CGMA Professional Qualification upgrade is our most ambitious yet. Let me walk you through three foundational shifts we are embedding into how we educate, qualify, and support finance professionals of the future.

Finance as strategic navigator, not just steward

The days of finance as back-office scorekeeper are over. Our latest syllabus reflects four big shifts shaping the future of finance:

• Adopting a longer-term horizon: Finance must support capital allocation towards circular economy models and transitional strategies that may not pay off this quarter – but are vital for resilience and regeneration.
• Expanding stakeholder engagement: Today’s value creation must consider not only investors and boards, but also employees, suppliers, communities, and ecosystems.
• Managing intangible capitals: We must measure and influence human, intellectual, relationship, and natural capital – not just tangible assets.
• Partnering across the business model: Finance can no longer be siloed. It must help shape innovation, customer value, culture, and technology, while going beyond tracking revenues and costs.

Elevating human skills in a digital world

AI and automation are transforming the role of finance, but not replacing it. In fact, the focus on tools like ChatGPT and generative AI now features in our Case Study Exams – as part of real-world simulations that test candidates’ judgment, critical thinking, communication, and professional scepticism.

Because in a world awash with data and automated reports, what organisations truly need are finance professionals who can think critically, ask the right questions, challenge assumptions, and generate insight that drives impact. We call these business power skills, and they are front and centre in our qualification now.

Leading for sustainable value, not just shareholder returns

We are experiencing a profound shift in the perception of value. It’s not just about profits anymore – it’s about sustainable value for all stakeholders. And that brings increasing decision complexity. Finance teams must now balance short-term returns with long-term impacts. They must navigate trade-offs across social, environmental, and financial outcomes. This requires a new mindset and new competencies.

We want CGMA designation holders and finance professionals to be trusted advisors and shapers of strategy. And we are investing in future-ready finance leaders. Not to keep up with change – but to lead it.

See also:

• CIMA launches 2025 Cybersecurity Tool to help finance teams navigate risk, response, and remediation 
• CIMA i Templar Executives podpisały memorandum o współpracy w celu wzmocnienia odporności cybernetycznej w Europie
• Economic Optimism Edges Down and Company Outlook Improves, AICPA and CIMA Survey Finds