CFOs Urged to Align with Tech Leaders to Unlock AI’s Full Potential, Survey Reveals

Growing Divide in AI Priorities

Chief financial officers are taking a more measured approach to artificial intelligence adoption compared to their technology counterparts, creating potential roadblocks to realizing AI’s full value, according to reports from EY’s newly released 2025 Technology Risk Pulse Survey. The research, based on responses from more than 400 U.S. executives at companies with over $1 billion in annual revenue, reveals significant differences in how finance and technology leaders view AI integration timelines and priorities.

Growing Divide in AI Priorities
The Data Behind the Divide
Strategic Alignment Needed
Building Trust Through Measurement
Governance Concerns Dominate
Industry Developments and Leadership Changes
The Path Forward

The Data Behind the Divide

Sources indicate that while 70-72% of chief information officers and chief technology officers consider AI integration a top priority over the next two to four years, only 56% of CFOs share this urgency. This gap reflects what analysts describe as “financial caution” that could potentially slow innovation and lead to siloed AI development. The survey also found that 77% of CFOs are focusing their AI efforts primarily on financial reporting, while 83% of CIOs are prioritizing IT infrastructure enhancements.

Strategic Alignment Needed

According to EY Americas’ deputy technology risk leader Jim Okas, CFOs must act as strategic enablers of transformation by aligning investment across finance and technology departments. “Siloed AI efforts can lead to compliance failures, redundant spending, and missed innovation opportunities,” Okas warned. He suggested that CFOs, CIOs, and CTOs should align on shared principles, manage risk jointly, and ensure technology investments support the enterprise as a whole.

Building Trust Through Measurement

Daryl Box, EY’s assurance technology risk leader, advised that CFOs can help scale AI by focusing on use cases that drive efficiency and strategic insight. “By measuring AI’s ROI and tracking its impact on compliance, productivity, and cost, finance leaders can build trust across the C-suite,” Box added. This approach reportedly helps demonstrate tangible value while maintaining necessary oversight.

Governance Concerns Dominate

The survey underscores that despite AI’s strategic promise, governance remains a top concern among executives. According to the report, 81% of executives rated Sarbanes-Oxley Act and Internal Control over Financial Reporting as “very” or “extremely important,” while 78% cited System and Organization Controls reporting as critical to audit readiness. Among CFOs specifically, the focus appears even sharper, with 90% ranking SOC reporting as a high priority – a sign of what EY calls “financial anxiety” around expanding automation and AI adoption.

Industry Developments and Leadership Changes

In related industry news, sources indicate that Earl Ellis was appointed CFO of Panera Bread, bringing extensive financial leadership experience from ABM Industries, Best Buy, and other major corporations. Meanwhile, a Korn Ferry analysis titled “AI ‘Poseurs’: A Hidden Risk” warns that as employees face pressure to adopt AI tools, some may exaggerate their capabilities, creating potential organizational risks.

The Path Forward

The central challenge for financial leaders, according to the analysis, is determining how to innovate responsibly without weakening cyber resilience or regulatory integrity. For CFOs, the question is reportedly no longer if they’ll adopt AI, but how to implement it with appropriate controls and cross-functional alignment. As organizations navigate this transition, experts suggest that bridging the gap between financial caution and technological ambition will be crucial for capturing AI’s full strategic value.

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