Finance chiefs in the UK are increasingly embracing strategic and technology-centric roles as confidence in artificial intelligence (AI) and digital tools rises, according to Deloitte’s latest UK CFO Survey. The report reveals a significant uptick in optimism regarding AI’s potential to enhance performance, with 59% of CFOs expressing a more favorable view, up from 39% last year. Additionally, 96% of respondents anticipate an increase in investment in digital technology over the next five years, and 77% expect improvements in productivity and overall business performance during the same period.
Leaders focused on AI within finance contend that the benefits are already apparent in large finance functions. Automation is increasingly handling routine tasks, allowing senior teams to shift their focus towards strategy. However, experts caution that merely investing in new technologies will not automatically lead to better outcomes. Aidana Zhakupbekova, Chief Financial Officer at expense management firm Rydoo, emphasizes that many CFOs now regard AI as pivotal to both performance and capital spending decisions.
“As more and more finance chiefs realise potential of AI to boost their performance, companies are willing to increase their capex on these digital tools. AI is already revolutionising finance functions of big companies, by automating repetitive, time-consuming tasks and freeing up finance leaders to focus on high-value strategic decisions that drive growth, stability and long-term ROI. This is contributing to a rise in business confidence, underscoring the transformational power of AI when used correctly. But just investing in AI tools is not a remedy for better productivity. Finance departments are complex and fast-moving beasts, and the worst thing a CFO can do is disrupt the workflow. Choose technology that integrates with existing company processes or do a phased roll out to ensure a seamless transition. AI isn’t going anywhere, and companies that hesitate risk falling behind. Those leading the way aren’t just adopting technology, they’re ensuring it fits smoothly into existing systems, empowering their teams, and using AI as a catalyst to maintain their competitive advantage,” said Zhakupbekova.
Her insights reflect a broader trend in the industry, which increasingly places technology at the heart of finance transformation. Survey data shows that CFOs are prioritizing AI-enabled planning, forecasting, and reporting tools that can seamlessly operate alongside existing enterprise resource planning (ERP) and financial systems.
A separate study by corporate performance management specialist OneStream indicates that the CFO role has evolved to be more closely aligned with enterprise strategy. Their findings reveal that 57% of finance leaders now take a leading role in shaping organizational strategy, moving away from a traditional focus on historical reporting and compliance. Furthermore, 75% of CFOs are now at the helm of their organization’s AI initiatives, compared to just 42% of CTOs and CIOs and 27% of CEOs, positioning finance departments as key decision-makers in data utilization, AI governance, and platform selection.
As finance leaders expand their responsibilities, they face increasing operational pressure along with a growing list of priorities, ranging from cost control to risk management. This strategic evolution coincides with a restructuring of team dynamics and skill sets. OneStream’s recent findings indicate that outsourcing of finance functions surged by 11% between 2024 and 2025. This trend aims to create additional capacity in areas such as transaction processing and reporting while allowing in-house teams to concentrate on forecasting and strategic advisory roles.
CFOs are now prioritizing AI and data-analysis skills over traditional finance expertise, with many leaders expecting teams to proficiently handle data models, machine learning-enabled forecasting tools, and integrated planning platforms. This paradigm shift necessitates new training programs, revised hiring strategies, and enhanced collaboration with IT and data science teams. Notably, 51% of CFOs have identified improving forecast accuracy and quality as a top priority for 2026, driving interest in tools that merge financial and operational data while automating variance analysis.
Industry vendors and advisers suggest that the success of AI in finance will hinge not only on the sophistication of models but also on the quality of data and process design. Many finance teams are reevaluating how information flows through planning, budgeting, and reporting stages, examining how AI can be integrated without disrupting existing close cycles.
As CFOs anticipate that rising digital investments will lead to improved productivity and performance over the next five years, the fundamental challenge lies in aligning these new tools with daily operations, from expense management to board reporting. Some finance leaders assert that organizations that swiftly align AI with their existing frameworks will gain a critical advantage in decision-making speed and accuracy. Others advocate for a phased implementation approach that adheres to established controls and governance as AI tools transition from experimental phases to core finance functions.
