Hadley Baldwin
The use of AI within finance functions is not a new phenomenon, with the automation of transactional tasks (such as invoice matching) a well-established use case. However, research has shown that the adoption of AI in finance has, to date, lagged behind other functions such as HR and legal.
This looks set to change, with finance functions predicted to spend upwards of $40 billion on AI software each year by 2027, ranking it as a business function with one of the highest levels of investment in AI.
Evidently, finance functions which do not start to embrace this trend now will run the risk of being left behind by their competition. How can you determine which AI use cases are the most promising for your organisation?
Our recommended approach
Define the AI vision and guiding principles
Identify AI use cases and define a strategic blueprint
Prioritise pilots and define an AI roadmap
AI should never be implemented blindly. Clearly defining the relevant use cases for a specific function is key to success. Once use cases have been identified, they require careful consideration to understand how difficult they are to implement and the potential return on investment that they offer.
We believe organisations should select a small number of use cases most relevant to their specific circumstances and focus on getting them right.
AI can analyse vast quantities of historical data to identify patterns that traditional cash-flow forecasting software can’t. This can accurately predict cash flows across categories, entities, and time horizons, providing a solution to one of the most challenging elements of a treasurer’s job.
For any organisation managing projects, contractors or long-term engagements, AI can also be used to enhance percentage of completion (POC) forecasting by leveraging data-driven insights. Machine learning models can analyse a spectrum of POC metrics (hours, units, cost etc.) to predict POC revenue and estimate total completion effort remaining in real time.
AI can automatically detect anomalies in transactions or balances that violate any organisation-specific accounting policies or principles. Real-time analysis of data entry can catch these errors quickly, alerting relevant individuals to double-check before the errors are committed to record. This allows organisations to avoid costly corrections later in the process, maintain more accurate financial records, and ultimately create more trust in the data used to track progress or make decisions.
Machine learning models can understand customers’ invoice paying patterns and trigger proactive action to make collections before payments pass their due date. AI can take this to the next level by personalising customer messaging, leveraging behavioural science findings to increase collection success rate. Automating collections for lower risk or value accounts also benefits the organisation by freeing up human capacity to focus on the highest risk or value collections.
Machine learning algorithms can predict the outcome of different scenarios when alternative data values are used. Using models based on hypothetical data sets can predict the results of different decisions, such as deciding whether to fund a project or make changes to supplier payment terms, helping the organisation to make informed decisions.
While we have already touched on the established AI process automation used in invoice processing (e.g. three-way matching), there are a host of other finance processes that can benefit similarly. AI can handle repetitive and time-consuming data entry tasks, and by using technology like optical character recognition, can directly extract information from images of receipts and invoices to automate expense handling.
AI can extract structured and unstructured data from a host of different document types and data sources to automatically produce key financial reports and generate insights. This significantly reduces the time spent on manual data collation and can allow data owners to generate reports as and when needed rather than relying on weekly or monthly reporting cycles. The same approach can be applied to financial audits, where AI can quickly summarise audit information and provide relevant insights. This frees auditors from otherwise time-consuming tasks, enabling them to focus more on key risk areas where they can directly add value.
Proving the quality of your organisation’s financial controls is a time-intensive exercise that can place a significant burden on your finance teams. More and more organisations are starting to deploy AI tooling to assist with this, either by optimising the testing of internal controls or by performing routine checks. Microsoft has been using machine learning algorithms to automate significant aspects of its SOX control auditing for several years, with a claimed time saving of 20,000 hours per year and a significant corresponding cost reduction.
Some AI use cases are more straightforward to implement than others, and getting the balance right between business benefit and ease of use is critical to ensuring success. For example, while AI-powered, data-driven decision-making is already a reality, it cannot yet compete with accountants’ human intuition and judgment, which enables complex decision-making based on more subjective factors.
Some of the technical feasibility challenges include:
Organisational feasibility factors include:
Leaders implementing AI initiatives should also be aware of external factors, such as rapidly evolving legislation, which could put the brakes on prospective projects.
Depending on which elements of an organisation’s finance function AI is deployed within, there may also be several ethical considerations to think about. These are particularly relevant when using AI to make decisions and include:
Finance functions have typically invested less in AI than other departments, with CFOs often citing other priorities for short-term investment. Once you have identified the relevant AI use cases for your organisation, building a compelling business case is a key step in helping your planned initiative compete for funding.
This case for change needs to carefully weigh the potential benefits against the risks and costs, just as we would recommend for any other project.
AI can reduce the amount of time finance teams spend on routine tasks which could easily be automated, such as invoice and payment processing, or creation of financial statements. This frees up capacity to focus on value-add activities which AI may not be suited to e.g. subjective decision making.
AI algorithms can analyse huge quantities of data in real-time, detecting anomalies that may indicate fraudulent activities or highlight risk areas within the organisation. While we’ve already discussed how AI can be used to catch genuine human errors in finance processes, it can also help detect malicious activity before lasting damage is done. When risk areas have been identified, AI can also be used to prescribe remediation activities, building an organisation’s ability to deal with similar issues in future.
Analysing data and insights in real-time allows organisations to make more well-informed decisions. When combined with the use of AI to generate synthetic data sets, organisations can access more data and analyse it faster than ever before.
AI can be applied in numerous ways to optimise working capital, including aiding organisations in making decisions around managing short-term liabilities or by improving accounts receivable and accounts payable management to predict payment cycles and optimise credit terms. Machine learning can also be used to analyse historical data and market trends to optimise inventory levels, ensuring that working capital is not tied up unnecessarily as a result of overstocking.
While many enterprise resource planning (ERP) platforms are rapidly integrating AI into their technology offerings, standalone options are also available. These should be explored when considering cost versus benefit. It may be worthwhile trialling AI solutions for different use cases and checking which AI features are available in your existing technology platforms to determine which add real value before deciding to invest heavily in long-term solutions.
Any organisation aiming to roll out AI within its finance function needs to take a pragmatic approach to its implementation.
Finance holds inherent risk for most organisations, and stakeholders may be concerned about deploying relatively new technology in an area of the business that is critical to its operations. However, this criticality means eliminating human error and automating decision-making or processing could deliver significant benefits.
When it comes to implementing AI within finance functions, the most important piece of advice is to treat the investment as you would any other significant change initiative. Carefully weigh up the benefits against the costs and risks, potentially trial initiatives before committing, and ultimately ensure your AI initiatives align with the organisation’s overall business strategy.
Whether your organisation decides to start with small trials, or fully commit to a full roll-out, ensure that team members understand the drivers behind implementing AI and bring them along for the change journey from the start.
As AI continues to evolve, so too will its potential use cases within finance departments. By staying informed and adapting to these advancements, organisations can ensure they maintain a competitive edge and remain poised to capitalise on the significant potential that AI innovation brings.
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