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      For decades, Finance has been the steward of truth inside organisations, as the function that ensures precision, discipline, and trust in the numbers that shape strategy. Its governance frameworks have been engineered around human centric processes: policies interpreted by people, controls operated by people, and exceptions escalated by people. With the rise of AI within the Finance function, the very nature of controls and governance is being re-written.

      Finance no longer simply manages risks, it increasingly manages systems that manage risks. And while those systems can deliver levels of precision, scale, and insight that far exceed human capability, the accountability for what they produce ultimately rests with the people who set them in motion.

      For CFOs, this moment demands a recalibration of mindset. While AI offers huge efficiency gains, it also creates new vulnerabilities. Instead of just considering which manual tasks AI can take over, CFOs should focus on how to manage and oversee operations when AI is incorporated throughout Finance structures and processes.

      Christopher Checkley

      Partner, Finance Transformation

      KPMG in the UK




      Building intelligent, self evolving controls

      Diving into the first pillar of the KPMG controls framework, AI within Finance has emerged in core control activities. AI can analyse vast volumes of structured and unstructured data at speeds that no human review cycle could replicate. Instead of periodic sampling, Finance can operate with a continuous lens where risks are detected not just at month‑end but in real time when they first appear.

      As these models integrate deeper into daily operations, they begin to reshape Finance’s control. The old control taxonomies of manual vs automated, detective vs preventative start to blur. Controls become adaptive, re‑training as they encounter new behaviours, spotting patterns, and surfacing anomalies with context rather than merely flagging exceptions.

      In this new world, compliance stops being a set of static rules. It becomes an intelligent layer woven throughout Finance operations. Policies can be translated directly into machine‑readable logic, creating consistent, automatic enforcement. Variations in control descriptions are normalised by AI into singular, auditable standards. What once took teams months to rationalise can now be achieved in hours.

      One of the most powerful shifts is in management review. Traditionally one of the most judgement‑heavy control classes, management review often suffers from inconsistency, excessive manual work, and the inherent limits of human error. Instead, AI can spot out‑of‑tolerance reconciliations, surfacing root‑cause insights and pre‑triaging anomalies. Human judgement will always be required in management review, but the level of judgement required is minimised by AI surfacing all of the facts with supporting context.

      As testing becomes more automated, AI gradually assumes the heavy lifting that once consumed auditors and controllers. Process walkthroughs are enhanced by AI‑generated maps derived from documentation and transcripts. Finance’s focus shifts from documentation to insight, from proving that controls are operated to understanding what the controls are telling us. With evidence gathering and documentation largely automated, up to 80% of controls testing could be executed by AI. This repositions Finance as supervisors of exceptions, complexity, and judgement.


      A new EUC landscape

      For years, Finance functions have relied heavily on user‑built spreadsheets, macros, and other End‑User Computing (EUC) applications to perform critical analytics, reconciliations, and reporting. These tools enable agility but also create operational risk because they exist outside formal governance.

      AI does not solve this challenge but rather amplifies it. Generative models, agentic AI workflows, and natural language data transformation tools are rapidly becoming the new EUCs.

      Unlike spreadsheets which produce consistent outputs when given the same inputs, AI models generate outputs probabilistically, whereby the same prompt can yield different results with lack of transparency around reasoning. Without deliberate oversight, Finance could find itself governed by systems it does not fully understand.

      Therefore, firms must broaden their EUC frameworks to encompass AI, not by reinventing governance, but by extending the boundaries of what governance must now consider. Finance should be explicit about ownership, enforcing explainability, maintaining audit trails, and updating model risk management. Audit trails must evolve to capture not just inputs and outputs, but the logic behind them. Peer review expands from checking formulas to validating prompts and verifying model behaviour. Continuous assessment becomes essential, as models evolve with data.


      Governance that keeps pace with intelligence

      AI’s influence does not stop at operations, it moves upward into the layers of oversight that shape how organisations steer themselves. AI agents are beginning to prepare Board materials, synthesise pre reads, and extract complex information into actionable insights. Where analysts once built Board packs manually, AI now assembles narratives, curates trends, and identifies critical themes at remarkable speed. This does more than save time; it enhances the quality of information that reaches senior leadership, encouraging sharper and more focused discussions.

      But the next evolution is even more transformative. AI will not simply prepare governance materials, it will participate in the governance process itself. Internal audit functions could deploy AI to continuously monitor controls and present real time data to the audit committee. Risk functions could receive live alerts on emerging patterns. Strategy discussions could be informed by AI generated scenarios that evolve as new data arrives.

      This makes the composition of governance bodies increasingly important. Boards may require greater AI literacy or specialised advisory committees to ensure ethical and responsible use. CFOs are already being pulled toward the role of AI champion: responsible not just for Finance processes but for ensuring that AI systems across the enterprise operate in alignment with risk appetite, regulatory expectations, and organisational values.

      The question is no longer whether AI should be embedded into governance, but how. The most resilient organisations will adopt a dual structure: integrating AI risk and oversight into existing Finance, Risk, and Audit forums, while also establishing dedicated AI or ethics committees to provide depth of challenge and technical scrutiny. It is the tension between integration and specialism that ensures strong, balanced oversight.


      Trust, explainability and the human anchor

      As AI becomes more central to Finance, trust becomes the ultimate determinant of success. Without trust AI will remain a powerful but underutilised capability.

      There is largely a lack of trust in AI, with only 42% of people in the UK who use AI for work or personally, say they’re willing to trust AI. This lack of trust is not surprising as many models operate as black boxes, making it difficult to articulate how decisions were reached and staff may not have the training to understand model behaviour or challenge outputs. Regulators currently have limited visibility into AI applications within the financial sector due to insufficient reporting requirements.

      To bridge this divide, Finance must anchor AI in explainability. Systems must be designed so that humans can validate and, if needed, override AI outputs. Documentation must evolve from capturing manual steps to expressing the logic behind model driven conclusions. Model validation becomes a lived, continuous discipline rather than an annual exercise. Audit trails must capture decisions made by AI with the same precision expected of human operators. AI can operate autonomously, but it cannot be allowed to operate unaccountably. Human oversight is not a safeguard, it is the foundation of responsible AI governance.



      The Future: A Finance function that governs with intelligence, not volume

      AI is fundamentally reshaping how Finance operates, not by replacing its core responsibilities but by reimagining how those responsibilities are delivered. As controls are becoming intelligent and governance is becoming more dynamic, Finance leaders need to find the right balance between using automation and ensuring clear responsibility. The organisations that will thrive in this shift are those that recognise AI not merely as an efficiency tool, but as a new layer of organisational intelligence that must be guided, challenged, and governed with intent.

      For CFOs, the mandate is clear: embrace co-ownership of AI risk, strengthen assurance over AI driven processes, and cultivate a Finance culture that understands and questions the systems it increasingly relies upon. This is not about choosing between innovation and control, it is about designing a governance environment capable of holding both. As AI becomes more embedded in the Finance function, human judgement becomes more important. It remains the anchor of trust, the arbiter of ambiguity, and the safeguard when intelligent systems evolve faster than expected.

      The future Finance function will not simply be more automated. It will be more insightful, more anticipatory, and more resilient. By evolving governance frameworks in parallel with AI adoption, Finance leaders can ensure that the function remains what it has always been at its best: a source of clarity, confidence, and truth for the entire organisation.


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