Five ways AI and automation are driving the CFO agenda

2025 has evolved against a backdrop of economic headwinds, global trade challenges, and accelerating changes across AI and automation technologies.

In turn, these factors are creating a complex and ever-evolving to-do list for CFOs. They must not only deliver strong short-term financial performance amid tightening margins and shifting market conditions but also anticipate and prepare their organizations for an AI future, further disruptions and growth opportunities. 

The CFOs who thrive in this environment are those who embrace multiple mandates: becoming an AI leader, managing risk and driving efficiency, and nurturing C-suite relationships. By doing so, they position their organizations to stay ahead of change rather than reacting to it. 

Creating impact with AI  

IBM’s 2024 CFO study found that 57% of CFOs report leveraging AI to reduce sales forecast errors, and 43% are using it to decrease uncollectable balances. But these early wins are just the beginning. Beyond automation, finance leaders could begin to use AI to re-engineer core processes. 

But how do CFOs go from small automation wins to reimagining the way the entire finance function operates? The most effective starting point is the existing tech stack.

Many businesses already have AI-powered features embedded in their finance or Enterprise Resource Planning (ERP) systems but haven’t fully explored them.

Once finance leaders identify a high-impact area for applying AI, they are recommended to audit their current systems for built-in AI capabilities that can be immediately applied in line with their existing data. 

As teams gain experience and confidence, they can explore more advanced capabilities like machine learning prediction models. 

Building an AI-enabled, future-proofed finance function 

To that end, a workforce supported by AI capabilities can create more value than people or machines can deliver alone, but CFOs and their finance teams need training to make that a reality.

Finance professionals don’t need to know how to code or become a data scientist to have an AI co-worker. Instead, they should focus on building strong data literacy skills, including data visualization, statistical analysis, and data modeling.

While AI can help identify patterns and trends within the data, finance employees need the analytical mindset and critical thinking skills to interpret and understand the implications of the data. 

In addition, CFOs can empower their teams to explore AI. Most financial leaders understand the potential of AI and generative AI.

However, where to apply AI in their finance organization may be less clear. CFOs should support their teams as they test new ways to deploy AI, learn from mistakes quickly, and identify specific areas of opportunity.

On most occasions, finance teams will have a process they dislike and want to automate, such as bill capture or account reconciliation. CFOs can enable them to find ways to tackle these challenges. 

Driving cross-departmental collaboration with AI 

Beyond improving just one department in a business, an AI-savvy finance team creates a domino effect across the broader organization.

CFOs can reap significant benefits from cross-departmental AI adoption, and they are well placed to take a proactive role in driving this initiative throughout their organization.

Working closely with other internal leaders and stakeholders, CFOs can help establish a collaborative and data-sharing culture that maximises the benefits of AI.   

For example, by sharing financial insights with marketing and sales teams, CFOs can help develop more effective strategies and improve overall business performance.

The alignment of goals and data across the enterprise allows for a more comprehensive approach to AI adoption, that can result in better collaboration while at the same time fostering a culture of innovation.   

Nurturing the CFO-CTO relationship   

Underpinning these priorities is one common thread: the growing interdependence between finance and technology. While the focus of the CFO role has expanded, success increasingly hinges on strong collaboration with the CTO.  

IBM’s 2024 CFO study found that 72% of CFOs rate their CTO as their most important business partner. And 65% of CEOs say the quality of finance–tech collaboration directly influences business success.  

This is especially true when it comes to AI adoption, and embracing the capabilities that CFOs may already have access to within their ERP system. Coordinating with technology leaders to audit and activate these tools is a pragmatic, low-cost way to build AI momentum. 

Automating to help stay ahead of regulatory change 

As regulatory complexity increases, CFOs are taking a more active role in managing organizational risk. From emerging mandates on e-invoicing and carbon reporting to global tax reform and shifting trade policy, finance leaders are expected to stay ahead of change.   

The e-invoicing mandates being considered across many European countries are a clear example. For instance, while the UK explores the possibility of introducing e-invoicing requirements, countries including Germany, France, Poland, and Romania are also adopting new standards and regulations. 

These moves indicate a broader shift toward digital change. Potential future mandates could require finance leaders to overhaul processes to ensure data accuracy and support compliance.  

Once more, CFOs must stay ahead – considering whether existing systems support e-invoicing requirements or looking to complementary solutions to help address any functionality gaps.

A complete ERP solution with e-invoicing capabilities can automate the creation and transmission of electronic invoices and tax data via tax authority platforms and exchange networks, across multiple countries.

And this shift towards e-invoicing must also be recognized for its long-term benefits – helping to drive automation and efficiency while freeing up employee time. 

CFOs who wait until regulations are finalized to begin this journey will find themselves scrambling to implement solutions under tight deadlines, while also missing out on productivity rewards. 

The bottom line 

From AI to smart automation, CFOs need the right tools to lead in an era of continuous change. Delivering results in 2025 requires strategic clarity, cross-functional alignment, and a willingness to embrace new ways of working. 

By focusing on what they can control, CFOs – assisted by AI and automation, and empowered by real-time data visibility – can guide their organization through economic headwinds into long-term growth. 

Thomas Sutter, Industry Director, Finance and Global Solutions, Oracle NetSuite  

Comments are closed.