Artificial intelligence continues to dominate conversations in finance. Every conference panel, industry article and leadership meeting references automation, digital transformation and the future of work.
But when we spoke to over 650 Finance professionals for our 2026 Salary Guide, the picture was far more measured.
Only 0.9 percent reported that a significant part of their role had been automated. 62.8 percent said there had been no impact at all. Nearly 40 percent felt AI adoption was moving more slowly than expected.
That is a very different story from the headlines.
Where AI Is Actually Making an Impact:
AI is not replacing finance professionals. It is supporting them. In finance our survey suggested it is mainly being used for:
- Invoice processing
- Reconciliations
- Payroll administration
- Forecasting support
- Reporting automation
In almost every case, AI handles the first step. Humans still apply judgement, interpretation and commercial decision making. The shift is enhancement, not elimination.
The Real Risk: A Growing Capability Gap:
Where the concern lies is not automation. It is preparation.
Just 7.2 percent of professionals receive structured AI training from their employer. 47 percent receive no support but would like it. At the same time, employers increasingly expect digital fluency, data insight and commercial thinking.
This disconnect is where the real risk sits.
Organisations want future ready finance teams. But many are not investing in the structured development required to build them.
The Six Competencies That Matter Now
If AI is augmenting rather than replacing finance, then the differentiator becomes capability. The professionals who will thrive in an AI enabled environment are building strength in six key areas:
- Automation and process optimisation - Understanding where AI genuinely adds value and how to embed it into workflows without creating control risks.
- Cyber security awareness - As systems become more integrated, governance and data protection become critical board level concerns.
- Critical thinking - AI produces output. Finance professionals must interpret, challenge assumptions and apply commercial context.
- AI enhanced financial modelling - Using technology to strengthen forecasting and scenario planning while maintaining robust human oversight.
- Communication and collaboration - Translating data driven insight into clear, commercially relevant narratives for senior stakeholders.
- Adaptability and continuous learning - The pace of technological development means standing still is not an option.
These are not theoretical skills. They are already shaping hiring decisions across qualified finance, FP&A, audit and commercial finance roles.
Theory vs Reality
The theory suggests rapid transformation. The market shows cautious integration.
The headlines predict displacement. Our data shows enhancement.
But what is clear is this: the direction of travel is set.
AI will continue to automate transactional tasks. It will increase expectations around data analysis. It will accelerate reporting cycles. It will support decision making.
What it will not do is replace judgement, leadership, stakeholder influence or ethical oversight.
A Leadership Question
The conversation now needs to move beyond “Are we using AI?”. The more important question is are we equipping our people to use it well?
Organisations that invest in training, structured development and digital confidence will future proof not just their systems, but their talent.
Those that rely on technology alone risk creating teams that feel uncertain, unsupported and under prepared.
In recruitment conversations one theme is clear. Finance professionals are not fearful of AI. They are asking for clarity, development and direction.
The opportunity is significant but as with most transformations, success will not be defined by the speed of the technology.
It will be defined by the strength of the people leading it.