CFOs should lead their organizations to build agile finance teams for the new era of AI. This journey means embracing new tools, developing AI skills, and fostering collaboration, all underpinned by a commitment to continuous learning.
Zane Rowe
Chief Financial Officer
²ÝÝ®ÊÓƵ
The CFO¡¯s role is evolving, and the accelerating pace of technological change is fundamentally reshaping our field. These aren¡¯t incremental changes.?With AI, we can use data in?.
This is an inflection moment for finance leaders¡ªone that requires a total transformation in how we operate. To seize this moment, we can adopt new technologies while fostering a mindset of continuous learning and adaptability across our teams. This is an opportunity to redefine the finance function and shape its future.
AI is already changing the way we work, and we¡¯ve only scratched the surface.?Agentic AI?will be a powerful disruptor in finance¡ªits influence felt across every part of our function. From AI-driven forecasting that creates new efficiencies to data-centric decision-making that enables agility in a fast-changing world, agents are helping deliver greater value than ever before.
This is an inflection moment for finance leaders¡ªone that requires a total transformation in how we operate.
Fully capitalizing on agentic AI¡¯s potential requires a review of your organization¡¯s skills gaps and thinking about how to address them. ²ÝÝ®ÊÓƵ research indicates that a majority (51%) of business leaders have concerns about??within the next three years. Additionally, research from McKinsey & Company found that??consider their organizations¡¯ adoption of AI tools too slow, citing gaps in skills for the lag.?
To harness agentic AI¡¯s power, we should build new skills that help our teams not only analyze data but also interpret it in the context of our business. We should foster collaboration between finance and the entire enterprise, breaking down silos to drive innovation. Perhaps most importantly, we should cultivate a?¡ªan eagerness to learn, adapt, and embrace change.
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Following are key elements we should consider as we prepare our teams for the future.
Developing proficiency in AI orchestration is becoming increasingly important for finance professionals. This means learning how to effectively prompt, being able to use the different tools at our disposal, and understanding where Ai can automate and augment our work. By investing in your team¡¯s AI fluency now, you¡¯re not just addressing immediate needs¡ªyou¡¯re equipping them with a foundational understanding that will serve them well as AI tools and capabilities inevitably evolve.?
This requires a proactive approach to upskilling. We have an opportunity to work in close partnership with our colleagues in Learning & Development to create a skills roadmap specifically for finance. At ²ÝÝ®ÊÓƵ, we¡¯ve embedded an L&D leader within our finance function, ensuring that skills development is not a side project, but a core priority; that our people have clear pathways to grow; and that we¡¯re building a finance team that¡¯s ready for whatever the future may hold.
Innovation doesn¡¯t happen by accident¡ªit¡¯s something you can cultivate. This means purposefully creating room for your teams to explore, iterate, and learn without fear of failure. One way to create a space for experimentation is through dedicated innovation hubs or ¡°centers of excellence¡±¡ªspaces where finance professionals can collaborate, share ideas, and get early access to cutting-edge AI tools.?
Another approach is to establish formal programs that give people time and resources to pursue innovative projects. This could involve innovation teams, hackathons, or even internal seed funding for promising ideas. The key is to signal that innovation is valued and that taking calculated risks is encouraged.
Through our own?, we found that peer-to-peer communication significantly outperforms leader-led announcements in driving AI enthusiasm and adoption. This not only motivates employees to adopt AI but inspires them to think creatively about how they can leverage AI to improve processes and drive value. We should also find opportunities to spotlight and celebrate AI innovators. This approach directly recognizes achievements and fosters a culture where creative AI application is valued and visible.
The arrival of sophisticated AI tools puts a spotlight on the need for deep collaboration across the entire organization. For example, finance teams that build bridges with their colleagues in IT will be the ones who can construct the robust data infrastructure AI needs to truly shine. Similarly, forging strong ties with HR ensures that as AI reshapes roles, the right skills are being nurtured throughout the function. Find opportunities for your teams to collaborate across the enterprise, and consider creating shared goals to nurture a shared sense of responsibility.?
Beyond developing specific skills and programs, it¡¯s important to encourage a new mindset within the finance organization. More than about just accepting change, it¡¯s about embracing the excitement and potential of AI. To bring your employees along on this journey,??for the future of finance with AI, and emphasize that AI is about augmenting their abilities and freeing them from mundane tasks.
Encourage a sense of curiosity and exploration. Create opportunities for employees to learn about AI, to experiment with new tools, and to share their discoveries with colleagues. Celebrate early wins and acknowledge the contributions of those who are leading the way. By fostering a positive and enthusiastic environment, you can inspire your team to embrace AI and become active participants in shaping the future of finance.
For all the transformative power of artificial intelligence, the true engine of progress within your finance team¡ªand across the enterprise¡ªremains your people.
For all the transformative power of artificial intelligence, the true engine of progress within your finance team¡ªand across the enterprise¡ªremains your people.?
Technology is an enabler, a powerful tool in the hands of skilled and collaborative individuals. Cultivating their curiosity, fostering their adaptability, and empowering them to work together seamlessly will be the ultimate drivers of your success in navigating the age of AI. Invest in your talent, nurture their growth, and watch as they leverage technology to achieve heights you never imagined possible.
Increasingly, CFOs are required to be strategic figureheads for their organizations. Learn how??can help you achieve your business goals, with case studies from two enterprise-level organizations.
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