Switzerland’s financial sector remains one of the most stable worldwide, relying on a strong regulatory framework and a high level of investor trust. Yet even this system faces new pressures. Digitalisation, market volatility and increasing demands for transparency — particularly in ESG reporting — are reshaping the way finance is managed. Analysts note that the financial function is evolving from a control tool into a strategic partner for both business and the state.

Government strategy and innovation context

The Federal Council had already identified “Digital Finance” as a priority in its financial market strategy of 2020. The follow-up document Digital Finance: Areas of action 2022+ elaborated this approach, aiming for technology-neutral regulation that fosters innovation while ensuring stability. A special focus is placed on digital interfaces between businesses and authorities to reduce administrative barriers.

A concrete initiative came in 2023 with the launch of the Financial Innovation Desk (FIND). This pilot platform allowed start-ups, corporations and regulators to test fintech solutions in a controlled environment. According to the Federal Council, FIND will be integrated into the State Secretariat for International Finance (SIF) as of 1 September 2025, signalling a long-term institutional commitment to financial innovation.

Transformation of the financial function in companies

Level of digitalisation

According to PwC’s The Digital CFO (2022), 73% of CFOs worldwide — including in Switzerland — list digitalisation as a top priority. Data visualisation tools are most widely used, whereas artificial intelligence and process mining are still applied less frequently. This points to gradual but uneven progress.

Large corporations, thanks to their scale and resources, tend to modernise faster. By contrast, small and medium-sized enterprises (SMEs), as noted by SECO, often face obstacles ranging from limited investment capacity to a shortage of skilled staff.

Key challenges

• Skills gap. Growing demand for professionals who combine expertise in finance, analytics and IT.
• Resistance to change. Analysts suggest that some companies still lack consistent top-level support for digital projects.
• Unequal access. SMEs lag behind, increasing their competitive risks.

Vectors of transformation

• People. CFOs are increasingly seen as change leaders. Investment in skills such as data analytics, AI and risk management is considered strategically necessary.
• Processes. Automating routine operations — from month-end closing to payments — frees resources for strategic tasks. Data quality and compliance with international standards (IFRS, ESG) remain central.
• Performance. Effectiveness is measured not only by reporting accuracy but also by the ability to influence business decisions, forecast risks and respond quickly to market shifts.

Swiss examples

• FIND — a platform that connects start-ups, business and regulators in testing innovations.
• Digital Finance Strategy — a framework fostering fintech growth, integration of digital tools and the advancement of Green FinTech.

These initiatives illustrate that transformation is driven not only by private companies but also at the governmental level.

ESG reporting: new rules and a pause in implementation

On 1 January 2024, the Ordinance on Climate Disclosures entered into force, obliging large companies to disclose their climate impact and risk management. The first reporting period covers the financial year 2024, with publication of reports expected in 2025.

However, in June 2025 the Federal Council announced a pause in implementation in order to align the rules with European standards. This means that while the requirements formally apply, their practical enforcement may change.

Potential implications

Advantages of transformation

• faster decision-making enabled by reliable data;
• greater investor trust due to transparent reporting;
• improved competitiveness despite market instability.

Risks of lagging behind

• loss of market position, especially for SMEs;
• possible fines and reputational damage from non-compliance;
• talent outflow as younger professionals seek modern tools.

The Swiss case shows that the financial function is moving beyond traditional accounting. It is evolving into a strategic management component, shaping internal efficiency and investor confidence alike. In times of digitalisation and regulatory change, adaptability will determine whether companies maintain their competitiveness and Switzerland retains its leading role in the global economy.

Sources

• Federal Council. Digital Finance: Areas of action 2022+
• State Secretariat for International Finance. Digitalisation of the financial sector
• News Service Bund. End of pilot phase: Financial Innovation Desk to be continued by SIF from 1 September 2025
• PwC Switzerland. The Digital CFO
• Federal Council. Ordinance on Climate Disclosures
• Clarity AI. Switzerland’s new climate disclosure rules
• SECO KMU-Portal. Digitalisierung für KMU