Delivering Innovation in Finance Teams - an Interview with Annette Dal Pra

Asked what innovation actually means inside a finance team, Annette's answer cut through the noise: "It doesn't necessarily have to involve sophisticated technology or AI. It often begins with process improvements — and those small, incremental changes are what create the space for something bigger."

That clarity set the tone for a wide-ranging conversation on leadership, culture, AI readiness, and what it really takes to build a team that keeps getting better.

Read the full interview: 

What does “innovation” mean within a finance team—and how have you seen it evolve in recent years?

Innovation within a finance team does not necessarily have to involve sophisticated technology or AI. Instead, it often begins with process improvements, such as standardising procedures and automating repetitive tasks. These small, incremental changes lead to significant time savings, allowing finance professionals to redirect their effort toward higher-value activities like strategic forecasting, risk management, and future planning. Innovation can be adapting the concept of the aggregation of marginal gains or the 1% improvements to evolve over time in any area, be it process, reporting, master data improvement, post implementation of major capital projects or budgeting process improvements. The ability to anticipate and guide business focus by leveraging data can be a powerful way to innovate and create opportunities for businesses to differentiate themselves from their competitors.  Over recent years, innovation has evolved from solely focusing on technology to a broader mindset—encouraging continuous process improvement, agility, and a proactive approach to anticipating changes and adding strategic value.

What strategies have worked best for you when encouraging experimentation and forward-thinking in traditionally risk-averse finance teams?

One of the most effective strategies has been organising “stop, start, continue” brainstorming sessions. These collaborative forums enable large teams to openly discuss what processes to cease, initiate, or improve, fostering a culture of experimentation. Additionally, creating a psychological safety net by encouraging team members to give up certain non-essential activities to make room for innovation initiatives has proven successful. This approach helps reduce the fear of failure and promotes a mindset of continuous improvement and experimentation.

How do you balance the need for accuracy and compliance with the push for innovation in the finance department?

Accuracy remains the foundation of credibility in finance, especially in the eyes of CEOs and key business stakeholders. Therefore, it’s essential to demonstrate that financial work continues to be reliable and precise. At the same time, finance teams can leverage technology and innovative processes to enhance efficiency—such as automation and data analytics—that do not compromise accuracy. The key is demonstrating that innovation can complement compliance and accuracy by providing better tools and workflows, enabling teams to deliver high-quality outputs more efficiently while maintaining strict adherence to standards.

In your view, what skills will be most important for finance professionals over the next 5–10 years?

Building strong relationships and effectively managing change will be critical skills for finance professionals. As the business environment becomes more dynamic, finance teams need to develop the ability to communicate complex financial insights clearly, influence stakeholders, and lead change initiatives. Leaders who can manage change and foster a culture of adaptability will be especially valuable in guiding organisations through digital transformation and shifting market conditions.

How do you see technologies such as AI reshaping finance teams? What impact is it having on skillsets and team culture?

AI is set to significantly increase efficiency by automating routine tasks, freeing up time for more strategic activities. As a result, finance teams will need to develop new skillsets, such as data analysis, technology literacy, and strategic thinking. It also encourages a shift in team culture towards a more collaborative and innovation-driven environment, where professional development focuses on leveraging AI tools for decision-making and value creation. Cultivating a mindset that embraces digital transformation becomes essential for future-ready finance teams. Letting go of low impact tasks in place of stepping into big complex problems can be daunting, but tackling them head on can pay off.

What role does leadership play in shaping a future-ready finance team?

Leadership is fundamental in shaping a future-ready finance team. Effective leaders identify organisational gaps in structure and performance, then actively work to fill them by fostering a high-impact, collaborative culture. Future-ready leaders set the vision for innovation, support talent development, and drive change initiatives. Finance leaders who demonstrate strategic foresight and influence others incentivise continuous improvement and cross departmental collaboration, position their teams as vital contributors to organisational success.

Retention is a growing challenge across industries. What are you doing to keep top talent engaged and motivated?

To retain top talent, we utilise a comprehensive skills capabilities matrix and provide diverse project assignments that offer growth opportunities by aligning with individual growth preferences. We create a variety of work experiences tailored to individual skills and career interests. Strong development plans clarify expectations and pathways for progression, reinforced by regular self-assessments and leadership support. Additionally, we incorporate a hybrid model of 70% hands-on experience, 20% social interaction—including mentoring—and 10% formal training to foster engagement and professional growth.

How do you create a culture of continuous learning and growth in your finance function?

Creating a culture of continuous learning involves implementing a Learning Management System (LMS) to facilitate accessible training. We showcase real learning experiences within the team and proactively identify skill gaps to develop targeted upskilling programs. Managers are trained as coaches to support ongoing development. Leadership models a growth mindset, and we recognise achievements through tangible rewards. Cultivating a safe environment for experimentation, promoting peer learning, and fostering a ‘fail-forward’ culture—all supported by ongoing leadership development—are key to embedding lifelong learning and employee engagement.

What advice would you give to fellow finance leaders looking to get the most out of their teams?

My best advice is to empower your teams to take ownership and lead initiatives. Provide opportunities for team members to lead and learn from their experiences.  Focus on attracting and deploying talent strategically and creating an environment that encourages innovative thinking. Push your team members beyond their comfort zones, challenge them to develop new skills, and involve them in decision-making to foster ownership and let them follow the decision through to implementation so that they can see the impact of their decision, reflect and collect feedback from stakeholders.