Finance Faces AI Skills Crisis as Readiness Lags Behind Hype

NEW YORK, NY – December 17, 2025 – The financial world is standing at the edge of a technological precipice, with artificial intelligence poised to redefine the industry. A staggering 88% of senior finance and accounting leaders believe AI will be the single most transformative trend in their field over the next one to two years. Yet, a landmark survey released today reveals a stark and worrying disconnect: the vast majority of their organizations are dangerously unprepared for the coming disruption.

The findings from the Future-Ready Finance: Technology, Productivity, and Skills Survey, conducted by the Association of International Certified Professional Accountants (AICPA & CIMA), paint a picture of an industry that recognizes the tidal wave of change but lacks the tools and talent to navigate it. The survey of 1,446 global finance leaders exposes a critical readiness gap that threatens to leave many organizations behind.

The Great AI Readiness Chasm

The data lays bare the chasm between awareness and action. While nearly nine in ten leaders anticipate AI's monumental impact, a mere 8% feel their organization is “very well prepared” to manage the trend. Another 21% feel “well prepared,” leaving more than two-thirds of finance departments feeling ill-equipped for the AI-driven future that is already arriving.

At the heart of this unpreparedness lies a severe skills deficit, with Generative AI (GenAI) identified as the most prominent skills gap by 56% of respondents. This reflects a seismic shift in the capabilities demanded of finance professionals. What was once a secondary concern—IT and technological prowess—has rocketed to the top of the priority list, cited by 46% of leaders as a key area of focus, up from just 20% in 2021.

The survey underscores that this isn't a future problem; it's a present-day crisis. The skills required to harness AI, big data, and cloud technologies are no longer optional extras but core competencies for a modern finance function.

The Human Barrier to Transformation

While technology presents the opportunity, it is the human element that poses the greatest challenge. According to the survey, the single biggest barrier to adopting new technology is not cost or complexity, but a lack of human capital, skills, and talent, cited by half of all respondents (50%). This talent shortage narrowly eclipses other significant hurdles, including safety and security concerns (47%) and doubts about the maturity of the technology itself (42%).

This finding is echoed in other recent industry analyses, which show that while experimentation with GenAI is on the rise, full-scale implementation remains sluggish. Previous studies from the professional body have indicated that while nearly a third of companies are now experimenting with GenAI in business applications, only 6% have fully integrated it into key operations. This cautious pace is fueled by pervasive concerns over risk. Other research confirms that over 90% of business executives harbor at least slight concerns about the privacy, ethical, and accuracy risks associated with AI, with a majority admitting their companies lack adequate data security and AI usage policies.

This creates a perfect storm: a clear mandate for AI adoption is being stalled by a combination of skills shortages and deep-seated, unresolved governance issues. Organizations are caught between the competitive pressure to innovate and the operational paralysis caused by a workforce and framework unprepared for the technology's demands.

A Career Crossroads: The Imperative to Upskill

For individual finance and accounting professionals, the survey’s findings represent a critical career crossroads. The gap between the skills companies need and the skills the workforce possesses is a direct call to action. The demand extends beyond the headline-grabbing field of GenAI. Significant skills gaps also persist in broader technology areas like big data and cloud computing (37%) and in data and analytics (36%).

Crucially, the transformation demanded by AI is not purely technical. The automation of routine tasks elevates the importance of uniquely human abilities. The survey highlights continuing deficiencies in foundational professional skills such as communication, influencing, and critical thinking (33%), as well as business partnering (32%). The finance professional of the future is not just a data technician but a strategic storyteller who can interpret complex information and guide executive decision-making.

When it comes to closing these gaps, finance professionals have a clear preference for practical, hands-on learning. On-the-job training was ranked as the most effective method for technology upskilling by 61% of respondents, signaling a demand for learning that is integrated into daily work rather than confined to a classroom. This puts the onus on both individuals to seek out challenging projects and on organizations to foster a culture of continuous, embedded learning.

Beyond Automation: Redefining the Finance Function

The AI revolution is not about replacing accountants but about redefining accounting. As AI and automation absorb transactional and compliance-heavy tasks, finance professionals are being liberated to focus on higher-value strategic activities. The industry is witnessing a fundamental shift from a back-office support function to a central driver of business intelligence and value creation.

“AI is here and reshaping finance, creating opportunities for finance professionals to build future-ready skills,” said Tom Hood, EVP of Business Growth & Engagement at AICPA & CIMA, in the original announcement. “Organizations that invest in talent and technology today can turn disruption into a competitive advantage and be best positioned to lead the way tomorrow.”

This evolving role requires a new hybrid professional: one who combines financial acumen with data science literacy and strategic insight. The future of the profession lies in human-AI collaboration, where technology provides the data and analytical power, and humans provide the context, ethical oversight, and strategic judgment. The organizations that successfully bridge the readiness gap will be those that empower their people to work alongside intelligent systems, transforming the finance function from a historical record-keeper into a forward-looking strategic partner for the entire enterprise.