As AI transforms finance, CFOs must stay aheadCFOs need to ask themselves if they are prepared to keep pace with broader organisational AI adoption and use.Geoff LamontThe real challenge with AI is organisational and culturalGift this article3 min read4 hours agoFor CFOs, artificial intelligence (AI) is no longer a distant promise. Within the finance function its usage has more than doubled over the last year and it’s rapidly becoming the key differentiator between those that lead and those that lag. According to Deloitte’s most recent CFO Sentiment report, 75 per cent of chief financial officers (CFOs) say their finance function has either “extensive” or “pockets of” AI use, up from 30 per cent just 12 months ago. It is noteworthy growth, but CFOs need to ask themselves if they are prepared to keep pace with broader organisational AI adoption and use.Our report also tells us that 93 per cent of organisations are using AI, skyrocketing from 54 per cent at the start of 2024. Additionally, the rate of “extensive” adoption across the organisation has quadrupled over the last six months, up from 3 per cent in the first half of 2025 to 12 per cent in the second. While only a small minority of organisations report reaching a fully mature and optimised AI state, the majority continue to build capability, particularly across organisational, data and technology readiness.CFOs need to make sure they are building the same levels of readiness, but the real challenge isn’t just technical; it’s organisational and cultural. Those focused solely on technology are overlooking the critical need to upskill teams, adapt processes and foster a culture open to change. Truly unlocking value means treating AI transformation as a holistic journey where workforce capability and cross-functional alignment matter as much as the tools themselves.Geoff Lamont is Partner, Deloitte CFO Program.This finding accords with what we’ve seen in the market. Many of our clients started their AI journey with tools that automate data capture and processes. Now that these tools have been on the market for a few years, CFOs are exploring ways to drive deeper value through AI-led analysis, insight, decision-making and processing across the enterprise.However, while most CFOs have confidence in AI’s ability to perform simple, structured tasks in finance, they are more divided on its ability to drive value in higher-judgment areas. This sentiment is reflected in the report, with 71 per cent of respondents anticipating “transformational” or “material” improvements in business value when AI is applied to technical functions like data processing and validation. Comparatively, in higher-judgment areas like strategic planning, budgeting and forecasting, only 41 per cent of CFOs believe the technology can deliver transformational or material improvements to business value. This shows that there is still some cultural hesitancy over using AI to aid in complex decision-making. Ultimately, CFOs who don’t overcome this will see their finance function left behind. The true power of AI in finance is unleashed when it augments end-to-end processes alongside humans. A good example is the use of automated capital planning models, where predictive analytics and automation generate fast, accurate results. When combined with human input to shape scenarios, these models deliver insights that challenge assumptions and drive strategic change.The same is true when deploying AI to interrogate and synthesise data for analysis. AI is good at getting a baseline, but typically requires human augmentation to produce the deep insight that can truly change the game. Cultural readiness for humans working alongside AI is a concept that is important to keep in mind as agentic AI solutions become as prevalent in enterprise tools as generative AI is now. With AI, the need for humans in finance functions is not eliminated but enhanced. It means less manual number-crunching and more freedom for humans to do what they do best: high-level thinking and strategic analysis to drive value in the business. CFOs who are yet to consider this must act decisively by assessing the finance function’s readiness not just in technology, but in culture and process. Investing in change management and targeted training to bridge workforce gaps can help pave the way for incorporating AI into strategic decision-making, which can also be assisted by setting clear milestones.By moving beyond incremental adoption and tackling these barriers head-on, finance leaders can ensure their teams aren’t just keeping pace, but setting the standard for what’s possible with AI.Geoff Lamont is Partner, Deloitte CFO Program.   -DisclaimerThis publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional adviser.  Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. About DeloitteDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. Please see www.deloitte.com/au to learn more.Copyright © 2025 Deloitte Development LLC. All rights reserved. -More CoverageFinance trends 2026: How finance-led cost management drives valueSteve Gallucci, Ed Hardy, Justin Silber, David Turk, Tim Murphy How CFOs plan to keep costs under controlGeoff LamontCFOs see green shoots in the new yearGeoff Lamont and David Rumbens