The Strategic Imperative: How CFOs Can Unlock AI’s True Potential by Aligning Finance and Technology

The Growing AI Divide Between Finance and Technology Leaders

As artificial intelligence continues to transform business operations, a significant gap is emerging between how chief financial officers and technology leaders approach AI implementation. Recent research reveals that while 70-72% of CIOs and CTOs consider AI integration a top priority over the next two to four years, only 56% of CFOs share this urgency. This divergence in perspective represents more than just differing priorities—it signals a fundamental disconnect that could undermine AI’s potential value across organizations.

The Growing AI Divide Between Finance and Technology Leaders
The Risks of Siloed AI Development
Bridging the Gap: Practical Strategies for CFOs
Balancing Innovation with Governance
The Human Element in AI Implementation
The Path Forward: Integrated AI Leadership

The Risks of Siloed AI Development

When finance and technology teams pursue AI initiatives independently, organizations face multiple challenges. Siloed AI development can lead to compliance failures, redundant spending, and missed innovation opportunities. According to EY’s Technology Risk Pulse Survey, this disconnect is already manifesting in different focus areas: 77% of CFOs are concentrating AI efforts on financial reporting, while 83% of CIOs are prioritizing IT infrastructure.

Jim Okas, EY Americas’ deputy technology risk leader, emphasizes that “CFOs must act as strategic enablers of transformation, aligning investment across finance and tech” to prevent these pitfalls. Without coordinated effort, companies risk developing AI solutions that don’t address core business needs or create sustainable value.

Bridging the Gap: Practical Strategies for CFOs

CFOs occupy a unique position to facilitate collaboration between financial oversight and technological innovation. Here are key approaches finance leaders can adopt:

Establish Shared Principles: Create common frameworks for AI evaluation that both finance and technology teams can support
Joint Risk Management: Develop cross-functional processes to assess and mitigate AI-related risks
Focus on Strategic Use Cases: Identify AI applications that drive both efficiency and strategic insight
Measure and Communicate ROI: Track AI’s impact on compliance, productivity, and cost to build C-suite trust

Balancing Innovation with Governance

The tension between innovation and control remains a central challenge for financial leaders. EY’s survey indicates that 90% of CFOs rank System and Organization Controls (SOC) reporting as a high priority—significantly higher than the overall executive average of 78%. This “financial anxiety” reflects the delicate balance CFOs must strike: enabling AI advancement while maintaining robust oversight., as covered previously

Daryl Box, EY’s assurance technology risk leader, advises that “CFOs can help scale AI by focusing on use cases that drive efficiency and strategic insight” while simultaneously strengthening governance frameworks. This dual approach allows organizations to innovate responsibly without compromising regulatory integrity or cyber resilience.

The Human Element in AI Implementation

Beyond technical and financial considerations, successful AI integration requires addressing human factors. As organizations increasingly mandate AI usage, some employees may feel pressured to exaggerate their AI capabilities—a phenomenon that Korn Ferry identifies as a hidden organizational risk. CFOs must consider not only the technological infrastructure but also the training and change management necessary for effective AI adoption.

The Path Forward: Integrated AI Leadership

The question for today’s CFOs is no longer whether to adopt AI, but how to implement it with appropriate controls and cross-functional alignment. By serving as bridges between financial caution and technological ambition, CFOs can unlock AI’s full potential while managing risk effectively. The most successful organizations will be those where finance and technology leaders collaborate to ensure AI investments support enterprise-wide objectives rather than isolated departmental goals.

As AI continues to evolve, the CFO’s role as strategic enabler becomes increasingly critical. Those who successfully align financial oversight with technological innovation will position their organizations to reap AI’s benefits while navigating its complexities with confidence.