The Future-Ready Finance Team: Skills, Strategy & AI

Derived from insights shared during the CFA Institute – SHRM Exclusive Roundtable, this blog brings together key perspectives on the evolving role of finance teams, the emerging skills shaping future finance talent, and the learning and workforce strategies required to thrive in an AI-driven business environment.

1. What Does a Future-Ready Finance Team Look Like?

·       Evolution of finance roles in the age of AI and increasing business complexity

It emerged from the discussions with CHROs, HR leaders, and industry experts during the roundtable that AI technology is transforming the finance function in numerous ways. As data collection, processing, reconciliations, and Excel tasks become automated, finance team members move on to more complex tasks involving strategy, interpretation, judgment, risk management, and decision-making.

The experts highlighted that future finance professionals will have to combine financial expertise, business acumen, AI competencies, and effective communication. The modern finance function encompasses not only financial reporting, but also analyzing insights, challenging the findings produced by AI software, managing risks, and advising the management on strategic issues.

The finance team is evolving into a value creator and strategic partner. Companies reengineer processes, create hybrid finance and tech jobs, and leverage small teams empowered by AI solutions and automated tools to produce more with fewer resources.

·       Bridging Academic Preparation vs Real-World Expectations

A recurring theme that emerged from the leadership discussion was the increasing discrepancy between academic preparedness and industry demands. While it remains crucial to have the requisite knowledge in the field of finance, organizations value people who can use their business sense, multitask, adapt to technological changes, and embrace uncertainty.

The issue of a reduction in the number of entry-level finance jobs due to automation was highlighted, putting pressure on the pipeline of future employees. The emphasis of firms is now more on being adaptable, agile, able to learn faster, and applying practical knowledge than acquiring knowledge itself.

2. Which Skills Will Power the Next Generation of Finance Talent?

·       Key Skills for Future-Ready Finance Talent

In the discussion, it became clear that there is a trend towards an obvious change in the necessary skills for a successful finance professional of the future. Digital fluency and AI capability are increasingly becoming necessary, as are generative AI, analytics, and workflow automation tools.

However, it was also noted that relying on technology will not be enough for finance specialists. Critical thinking, business acumen, ability to think through decisions under uncertainty, and doubt in AI solutions were considered equally important. Also mentioned were skills related to profitability, business insight, and multi-functional awareness.

In particular, leaders noted that one of the greatest deficits in the skills of finance experts is associated with their inability to communicate insights and build compelling business narratives. Mindset attributes such as being curious, resilient, fast-learning, and adaptable, were stressed upon, among others.

·       Embedding Continuous Learning

Another strong insight was the growing importance of embedding continuous learning into performance and career systems by organizations. Instances of how participants tied KPIs to business insights, technology uptake, and continuous learning were shared.

Examples include structured learning journeys, development programs based on certifications, experience with different functions, and learning through AI-powered simulations. The importance of experimentation led by leaders and providing space for employees to learn and adapt to new technologies was highlighted.

3. How Can Organizations Build a Skills-First Finance Ecosystem?

·       Reimagining L&D for a skills-first future

One of the key points stressed by the HR leaders during the roundtable was the importance of moving beyond learning tied to roles toward constant and skills-first development models. Practitioner-led learning, practice, micro-learning, and AI-powered development processes were underscored by participants.

One of the key messages was that the concerns about AI need to be addressed before focusing on skill acquisition - it is critical to harvest implicit knowledge from finance professionals to strengthen business judgment and contextual decision-making.

·       Key Challenges Highlighted and Way Forward

Several challenges were highlighted, such as shortage of talents, lack of AI implementation despite spending, regulation and privacy concerns, declining level of entry positions, and lack of time to learn.

The discussion ended with a consensus that organizations must redesign finance careers based on AI-driven work models and evolving business outcomes. Future finance employees must integrate finance expertise, business knowledge, technological competencies, strategic management skills, and human reasoning capabilities.