{{item.videoDuration}}
{{item.title}}
{{item.text}}
{{item.videoDuration}}
{{item.text}}
How can finance leaders move from experimentation to scaled outcomes with AI
CFOs everywhere are talking about AI. It has become one of the most disruptive forces in finance since the move to digital — buzzing in boardrooms, lighting up LinkedIn feeds and dominating conference agendas, including this year’s Workday Rising. But beyond the buzz, the questions many leaders are asking are the same: What’s real? Where do we start? And how do we move from experimentation to outcomes?
Our latest PwC Pulse research shows CFOs leaning into the opportunity: 58% are already investing in AI and advanced analytics — proof that finance leaders are moving from curiosity to action. At the same time, 51% cite talent shortages as one of the top three barriers to executing their finance strategy. And 69% acknowledge that legal and reputational risks are making them hesitate.
This paradox is the story of our time. Finance leaders are intrigued by the promise of AI, but cautious about how to leverage it responsibly. And yet, the risks of standing still are quickly overtaking the risks of moving forward.
From scorekeeper to strategic value creator
Traditionally, finance has been the organization’s scorekeeper. The team responsible for actuals, reconciliations, risk monitoring — essential, but often reactive.
That’s changing fast. AI and GenAI are enabling finance leaders to shift from finance-for-finance to finance-for-the-business. Instead of spending weeks crunching numbers, CFOs now have tools that can:
Automate variance analysis, complete with AI-generated narrative commentary on the “what” and the “why”.
Run predictive forecasts, providing forward-looking visibility into revenue, cash flow and expenses.
Model multiple scenarios so leaders can test strategies before committing to a path.
Anticipate analyst questions during earnings prep with remarkable accuracy, helping CFOs walk in ready for anything.
This isn’t an incremental change. It’s a fundamental redefinition of finance’s role: from reporting on performance to actively helping shape strategy.
Proof in the numbers
At PwC, we’ve seen how quickly AI can move from pilot to performance when it’s scaled with purpose. What often begins as contained experiments can now drive measurable results across the overall finance enterprise. Organizations that embed AI into core processes aren’t only boosting efficiency — they’re reimagining how work gets done, unlocking new value through faster insights, smarter decisions and greater precision.
Across industries, the data tells a powerful story. Real organizations are achieving:
- In AI-exposed industries, productivity has increased nearly 4× over a recent 6-year period.
- In one case, a financial institution saw a 15–20% jump in RFP output after deploying GenAI.
- Among organizations using AI agents, 66% report measurable productivity gains.
These are not proofs of concept. They’re production-level results, happening today and delivering ROI where it matters most.
Humans at the heart
It’s only natural to wonder if AI could replace finance teams — but this couldn’t be further from the truth. It empowers people to focus on higher-value, strategic work. AI agents can handle the repetitive and data-heavy work, but humans remain in the loop — providing judgment, creativity and trust.
The finance professional of the future won’t just be fluent in accounting. They should:
Understand data science, AI and predictive modeling.
Communicate insights effectively to influence enterprise strategy.
Blend technical fluency with the human skills of curiosity, ethics and storytelling.
This is why upskilling is so important. Finance teams need support to grow into these expanded roles and CFOs should be intentional about building the right skills.
Building the future-ready finance organization
Of course, scaling AI isn’t just about tools. It requires the right foundations:
Capital allocation: CFOs should be bold in dedicating investment dollars to AI initiatives, not just small pilots.
Data and technology: Without strong data infrastructure, even the best models fall short. Getting this right unlocks ROI not just for GenAI, but for every other digital initiative.
Agile processes: Static budgeting and quarterly forecasts are no longer sufficient. Finance should run continuous, iterative forecasts and scenario models to respond to shifting market conditions.
Mindset shift. Perhaps most importantly, CFOs must lead their organizations to view finance not as a back-office function, but as a strategic driver of value.
When done right, this creates what I call the future-ready finance organization — one that can blend the speed of automation with the discernment of human leadership.
A call to be bold
AI in finance is no longer a theoretical conversation. Some use cases are proven, with real ROI. What once felt like experimentation has matured into scaled, measurable outcomes that are helping transform how finance operates.
For CFOs, this is a defining leadership moment. The role has already expanded from financial steward to strategic partner — and now to technology leader. CFOs should decide where to place their bets, how to balance risk with opportunity and how to set the tone for an organization that treats AI not as a threat, but as an accelerator.
Boldness doesn’t mean rushing blindly ahead. It means having the courage to experiment, learn and adapt — while putting the right guardrails in place around governance, ethics and trust. It means investing in teams, equipping them with the skills and confidence to thrive alongside AI. And it ultimately means reimagining finance as a driver of growth, innovation and resilience.
Because the question isn’t whether AI will matter in finance. The real question is: how bold can you be putting it to work?
{{filterContent.facetedTitle}}
{{contentList.loadingText}}
{{contentList.loadingText}}
Follow us
