Why Cross-Functional Skills Are More Important Than Technical Experience

How many years of experience do you have?

This question appears almost invariably in interviews, in job ads, or even in conversations between professionals. And many times, the answer becomes a filter: 5 years, 10 years, 20 years.

However, in a constantly changing financial banking market, where technology changes processes overnight and customers have completely different expectations than a few years ago, this question no longer says much.

Today’s companies are discovering that technical experience is necessary, but not sufficient. What makes the real difference are cross-functional skills – abilities that go beyond one role, one function, or one industry.

In this article, I’ll show you why these skills are becoming the new “gold” on the job market and how they can transform both individual careers and organizations.

Why technical experience is no longer enough

The financial-banking sector has always been associated with rigour, numbers, and processes. Years of experience in a risk management or compliance department seemed like the ultimate guarantee of success.

But today’s reality looks different:

• Digitalisation accelerates the pace of work.
• Regulations change constantly and demand adaptability.
• Fintechs compete directly with traditional banks, coming up with flexible and user-friendly solutions.
• Customers no longer compare just products, but experiences.

In this environment, having “20 years of experience” no longer helps if you are not able to adapt, communicate clearly, collaborate effectively, and see the bigger picture.

Companies in banking and financial services have begun to look for something else: people who not only know, but can also turn what they know into added value for the team and the organisation.

Adaptability beats seniority

A McKinsey study shows that flexible professionals are 45% more likely to advance into leadership roles than those who rely only on technical expertise.

Why? Because in a volatile world, with sudden legislative or technological changes, what matters is to quickly rethink your strategy.

For example, in the pandemic, it was not those with the most diplomas in banking who made the difference, but those who found ways to quickly digitalise the relationship with clients and keep teams motivated remotely.

Communication and influence matter just as much as expertise

You can be a brilliant financial analyst, but if you cannot explain the data and its implications in a way that senior management understands, your value remains limited.

A Harvard Business Review report emphasises that the ability to influence stakeholders and build trust is now the decisive criterion in promoting executives.

A Head of Risk with less seniority, but with the ability to influence and communicate the strategic impact, manages to convince the board that investing in a platform like SAS Risk Management – essential for stress testing, risk aggregation, and Basel IV compliance – brings a real reduction in long-term risks. Without this capacity for persuasion, technical analysis remains just a document in an Excel file.

Leadership is not a title, but a daily practice

In the past, leadership was seen as the “next step” after years of work. Today, leadership is about how you inspire and help the people around you, regardless of your official title.

Successful financial companies are looking for leaders capable of creating healthy organisational cultures, managing diverse teams, and supporting collaboration.

Technical experience opens the door for you. But leadership and interpersonal skills give you the ability to stay there and grow.

Recommendations for candidates

• Invest in developing soft skills: communication, negotiation, and critical thinking.
• Look for leadership or mentoring programs, not just technical courses.
• Learn to translate your technical results into business impact.

Recommendations for companies

• Do not evaluate candidates only by years of experience or certifications. Include competency-based interviews and case studies.
• Create internal mentoring and cross-training programs to develop people’s cross-functionality.
• Promote leaders who inspire and mobilise, not just efficient executors.

The future of work in banking and financial services will not be won by those who have the most diplomas or years of experience on their CV. It will be won by those who can connect technical skills with cross-functional abilities: adaptability, communication, influence, and leadership.

These skills make the difference between a professional who delivers and one who transforms.

And, in the end, the question remains: how do you want to be perceived in your career, as an executor or as a change leader?

If you represent a financial-banking company and want to attract leaders who can make a difference, discover how I can support you here:

https://www.antal.com/recruitment/romania-bucharest-sb

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