{"id":26871,"date":"2026-08-25T17:24:19","date_gmt":"2026-08-25T15:24:19","guid":{"rendered":"https:\/\/www.regestaitalia.eu\/data-integration-and-ai-in-financial-management\/"},"modified":"2026-08-25T17:27:03","modified_gmt":"2026-08-25T15:27:03","slug":"data-integration-and-ai-in-financial-management","status":"publish","type":"post","link":"https:\/\/www.regestaitalia.eu\/en\/data-integration-and-ai-in-financial-management\/","title":{"rendered":"Data Integration and AI in Financial Management"},"content":{"rendered":"<div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-1 fusion-flex-container has-pattern-background has-mask-background nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1497.6px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-0 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:0px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:20px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-1\"><p>Bringing artificial intelligence to finance means applying machine learning, generative AI, and agent-based systems to financial administration, planning, control, and management processes. The goal is to <strong>improve the quality of forecasts, automate repetitive tasks, identify anomalies, and provide the CFO with actionable insights to support decision-making.<\/strong> <\/p>\n<p>\u201cAI Finance\u201d is a widely used umbrella term that can succinctly describe this field of application, but, from our perspective, it does not identify a distinct discipline. Rather, it refers to <strong>an approach that combines processes, data, systems, and expertise<\/strong> to enhance the Finance function\u2019s analytical and decision-making capabilities. For this reason, we prefer a more concrete approach: <strong>AI for Finance must be a tool that supports growth, optimization, and improvement.<\/strong>  <\/p>\n<p>This is another reason why simply having an AI model is not enough. <strong>Its effectiveness depends on the ability to link accounting, management, sales, and operational data<\/strong> while preserving their meaning, source, and access rules. If revenue, orders, production, inventory, costs, receivables, payables, and investments remain scattered across ERP systems, vertical applications, and spreadsheets, AI will process inconsistencies more quickly\u2014inconsistencies that will still require manual verification and reconciliation. <\/p>\n<\/div><div class=\"fusion-builder-row fusion-builder-row-inner fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"--awb-flex-grow:0;--awb-flex-grow-medium:0;--awb-flex-grow-small:0;--awb-flex-shrink:0;--awb-flex-shrink-medium:0;--awb-flex-shrink-small:0;width:104% !important;max-width:104% !important;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column_inner fusion-builder-nested-column-0 fusion_builder_column_inner_1_2 1_2 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:50%;--awb-margin-top-large:0px;--awb-spacing-right-large:3.84%;--awb-margin-bottom-large:20px;--awb-spacing-left-large:3.84%;--awb-width-medium:50%;--awb-order-medium:0;--awb-spacing-right-medium:3.84%;--awb-spacing-left-medium:3.84%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-2\"><h2>Agile Finance: The Strategic Context of AI in Finance<\/h2>\n<p>Agile Finance defines the context in which <strong>artificial intelligence is applied.<\/strong> In the traditional finance function, a significant portion of time is spent on executing transactions, collecting data, performing reconciliations, and preparing reports.<\/p>\n<p>Consequently, the component dedicated <strong>to analysis, interpretation, and management support<\/strong> remains more limited.<\/p>\n<p>The transition to Agile Finance can be described as a reversal of this relationship. <strong>Automation, standardization, and integration<\/strong> reduce the work required to prepare information and increase the time available to understand it, assess its implications, and develop scenarios.<\/p>\n<\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column_inner fusion-builder-nested-column-1 fusion_builder_column_inner_1_2 1_2 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:50%;--awb-margin-top-large:0px;--awb-spacing-right-large:3.84%;--awb-margin-bottom-large:20px;--awb-spacing-left-large:3.84%;--awb-width-medium:50%;--awb-order-medium:0;--awb-spacing-right-medium:3.84%;--awb-spacing-left-medium:3.84%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-image-element\" style=\"--awb-aspect-ratio:4 \/ 3;--awb-object-position:32% 49%;--awb-caption-title-font-family:var(--h2_typography-font-family);--awb-caption-title-font-weight:var(--h2_typography-font-weight);--awb-caption-title-font-style:var(--h2_typography-font-style);--awb-caption-title-size:var(--h2_typography-font-size);--awb-caption-title-transform:var(--h2_typography-text-transform);--awb-caption-title-line-height:var(--h2_typography-line-height);--awb-caption-title-letter-spacing:var(--h2_typography-letter-spacing);\"><span class=\" fusion-imageframe imageframe-none imageframe-1 hover-type-none has-aspect-ratio\"><img decoding=\"async\" width=\"300\" height=\"200\" alt=\"Agile Finance\" title=\"Agile Finance\" src=\"https:\/\/www.regestaitalia.eu\/wp-content\/uploads\/2026\/08\/agile-finance.jpg\" data-orig-src=\"https:\/\/www.regestaitalia.eu\/wp-content\/uploads\/2026\/08\/agile-finance-300x200.jpg\" class=\"lazyload img-responsive wp-image-26864 img-with-aspect-ratio\" data-parent-fit=\"cover\" data-parent-container=\".fusion-image-element\" srcset=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271200%27%20height%3D%27800%27%20viewBox%3D%270%200%201200%20800%27%3E%3Crect%20width%3D%271200%27%20height%3D%27800%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-srcset=\"https:\/\/www.regestaitalia.eu\/wp-content\/uploads\/2026\/08\/agile-finance-200x133.jpg 200w, https:\/\/www.regestaitalia.eu\/wp-content\/uploads\/2026\/08\/agile-finance-400x267.jpg 400w, https:\/\/www.regestaitalia.eu\/wp-content\/uploads\/2026\/08\/agile-finance-600x400.jpg 600w, https:\/\/www.regestaitalia.eu\/wp-content\/uploads\/2026\/08\/agile-finance-800x533.jpg 800w, https:\/\/www.regestaitalia.eu\/wp-content\/uploads\/2026\/08\/agile-finance.jpg 1200w\" data-sizes=\"auto\" data-orig-sizes=\"(max-width: 640px) 100vw, 800px\" \/><\/span><\/div><\/div><\/div><\/div><div class=\"fusion-text fusion-text-3\"><p><strong>AI supports this evolution on three levels.<\/strong><\/p>\n<ul>\n<li>The first relates to <strong>productivity<\/strong>, achieved by reducing manual processing;<\/li>\n<li>The second is<strong>insight generation<\/strong>: the system identifies the factors that explain a variation and prepares an initial analysis of the results;<\/li>\n<li>The third is <strong>foresight<\/strong>\u2014that is, the ability to predict trends in cash flow, margins, costs, and other KPIs using simulations and predictive models.<\/li>\n<\/ul>\n<p>The expected outcome is a Finance function capable of operating with greater consistency, accuracy, and analytical depth. Computationally intensive tasks can be assigned to systems, while validation, interpretation, and decision-making remain the responsibility of people who understand the business context. <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">What Can AI Actually Do for Finance?<\/h2>\n<p>The available technologies serve different purposes. <strong>Rule-based automation performs defined operations<\/strong>, such as matching invoices to orders or generating reports on a regular basis. <strong>Machine learning uses historical data<\/strong> to estimate an outcome, classify a transaction, or detect anomalous behavior.<\/p>\n<p><strong>Generative AI interprets structured data and documents<\/strong>, generates summaries, and allows users to query information using natural language. Agent-based systems can coordinate multiple steps in a process, retrieving different data and applications within defined permissions and limits. <\/p>\n<p><strong>For the Finance department<\/strong>, these capabilities can result in more frequently<strong> updated forecasts<\/strong>, <strong>cash flow projections<\/strong> <strong>that<\/strong> <strong>more closely<\/strong> <strong>reflect actual trends<\/strong>, variance analysis, the detection of unusual entries, and simulations of the economic and financial effects of a decision.<\/p>\n<p>The growth of this function, therefore, does not stem from simply introducing a conversational assistant. It depends on <strong>the ability to integrate AI into daily processes<\/strong>, link it to verified data, and measure its impact through financial and operational metrics. <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">How Widespread Is Artificial Intelligence in Finance?<\/h2>\n<p>The most recent data show widespread adoption, accompanied by challenges in transitioning from pilot projects to full-scale implementation.<\/p>\n<p><strong>The Gartner AI\u00b9 in Finance Survey 2025<\/strong>, conducted between May and June 2025 among 183 CFOs and finance leaders, found that <strong>59% are already using AI in the finance function<\/strong>, compared to 58% in 2024 and 37% in 2023. Among organizations that have adopted these technologies, the most common use cases are knowledge management (cited by 49%), accounts payable process automation (37%), and error and anomaly detection (34%). <\/p>\n<p>However, quantitative growth is slowing down. Gartner identifies the limited availability or quality of data, as well as a lack of technical skills and data literacy, as the main obstacles. Furthermore, 91% of respondents report a low or moderate initial impact, while companies that have deployed AI in production are seeing more substantial results.  <\/p>\n<p><strong>The KPMG Global AI\u00b2 in Finance Report 2026<\/strong>, based on responses from 1,013 senior finance leaders across 13 industries and 20 countries, finds that <strong>76% of companies actively use AI in financial planning<\/strong>. Seventy-one percent report a return on investment in line with or exceeding expectations. The most frequently cited improvements relate to decision-making speed (cited by 71%), decision quality (70%), and forecasting accuracy (64%).  <\/p>\n<p>The scope of AI usage is also expanding. In a <strong>2025 McKinsey study\u00b3 of 102 CFOs, 44% reported using generative AI<\/strong> for more than five use cases, compared to 7% the previous year. Furthermore, 65% expected to increase their investments in 2025. The same analysis notes that many projects remain siloed and fail when confronted with new data, real-world operating conditions, or core processes with which they have not been integrated.   <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">Why Information Silos Slow Down the Finance Department<\/h2>\n<p>A significant portion of administrative and control work continues to be devoted <strong>to data collection and preparation<\/strong>. The problem arises when the same metric is calculated differently by Finance, Sales, Production, and Supply Chain, or when actual data, budgets, and forecasts use organizational structures, master data, or time granularity that are not aligned. <\/p>\n<p>The controller must then <strong>export information from different systems<\/strong>, verify its completeness, reconstruct the relationships, and manually resolve exceptions. This process has four consequences: it increases the time required for month-end closings and forecasts, introduces a risk of error, reduces the traceability of adjustments, and produces metrics that are already outdated by the time they are distributed. <\/p>\n<p><strong>Limited visibility also stems from the separation between the financial and operational aspects.<\/strong>  A decline in margins can result from changes in prices, product mix, scrap, energy consumption, logistics costs, downtime, or inefficiencies in purchasing. If the financial figure is not linked to the drivers that generated it, the Finance department can measure the variance but faces greater difficulty in explaining it and predicting its future trends. <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">Data integration creates a unified financial view<\/h2>\n<p>Data integration connects heterogeneous sources and <strong>makes information generated by different processes comparable.<\/strong> According to the latest best practices, it does not involve the physical transfer of data to a central repository. It must preserve business definitions, hierarchies, units of measure, accounting rules, and the relationship to the original transactions. <\/p>\n<p>The architecture that enables AI in finance can be understood in terms of four levels:<\/p>\n<ol>\n<li><strong>ERP and transactional systems<\/strong>. They track general ledger entries, accounts receivable, accounts payable, fixed assets, orders, purchases, production, inventory, human resources, and investments. The ERP remains the primary system for final data, authorizations, and administrative processes.  <\/li>\n<li><strong>Integration and data management<\/strong>. Connectors, APIs, pipelines, and data models harmonize SAP and non-SAP data sources. Master data management, metadata, lineage, and quality controls enable you to know what each data point measures, who generated it, and what transformations it has undergone.  <\/li>\n<li><strong>Analytics and Planning<\/strong>. Dashboards, multidimensional models, and enterprise planning applications link the income statement, balance sheet, and cash flow statement to operational drivers. The result is a unified environment for budgeting, forecasting, simulations, and consolidation.  <\/li>\n<li><strong>AI and Decision Support<\/strong>. Predictive models, generative AI, and agents use governed data to detect anomalies, propose explanations, estimate outcomes, and coordinate activities. Outputs must include references to sources, confidence levels, and validation steps.  <\/li>\n<\/ol>\n<p>This model allows you to <strong>combine internal data with external variables<\/strong>, such as interest rates, price indices, exchange rates, raw material costs, and macroeconomic indicators. However, using these variables requires temporal consistency, controlled updates, and a clear distinction between observed data, assumptions, and values generated by the model. <\/p>\n<p>This same approach underlies business data fabric architectures.<strong> SAP Business Data Cloud\u2074, for example, connects and governs SAP and third-party data while preserving their context and semantics<\/strong>. General ledger, accounts receivable, accounts payable, inventory, and cost centers can thus be treated as coherent financial entities, available for analytics, planning, and AI applications. <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">How AI Improves Forecasting and Budgeting<\/h2>\n<p>In traditional budgeting, developing the plan involves cycles of data collection, review, and approval that can take weeks. Any change to volumes, prices, costs, or investments requires new calculations and often results in parallel versions that are difficult to reconcile. <\/p>\n<p>In an integrated model, sales, production, purchasing, workforce, operating costs, investments, and financing all feed into the same economic, balance sheet, and financial plan.  <strong>AI can build a statistical baseline using historical data, seasonality, and operational drivers.<\/strong>  The manager retains the ability to adjust assumptions, enter extraordinary events, and compare the algorithm&#8217;s proposal with the approved plan.<\/p>\n<p><strong>The forecast thus becomes dynamic:<\/strong> it is updated more frequently based on current data and changes in the drivers. A model can estimate the year-end outcome, flag a deviation in advance, and identify which combinations of volumes, prices, and costs are causing it. <\/p>\n<p><strong>Generative AI adds a layer of interpretation.<\/strong>  He or she can prepare an initial analysis of variances, describe the most significant components, and suggest further analysis. The controller reviews the report and adds any information that the system cannot derive from the data, such as a business decision that has not yet been formalized or a negotiation risk. <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">Cash Flow Management: From Theoretical Deadlines to Actual Behavior<\/h2>\n<p>Liquidity planning clearly illustrates the relationship between integration and AI. A cash flow based solely on due dates assumes that customers and suppliers will comply with the terms of their contracts. Actual behavior may differ.  <\/p>\n<p><strong>A predictive model can analyze payment history by counterparty,<\/strong> distinguishing between a customer who typically pays within 30 days and one who, despite having the same payment term, pays on average within 50 days. This data is combined with orders, invoices, purchase plans, investments, loans, and sales forecasts. The result is a liquidity curve that more closely reflects observed behavior.  <\/p>\n<p><strong>The system can therefore flag a future cash outflow, identify the factors driving it, and simulate alternative courses of action:<\/strong> postponing an investment, modifying payment terms, utilizing a line of credit, or accelerating the collection of certain receivables.<\/p>\n<p><strong>This gives the Finance department more time to evaluate its options.<\/strong>  AI does not decide which course of action to take, but it allows us to anticipate the problem, assess its scope, and compare the effects of possible responses.<\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">Management Control and Predictive Analytics<\/h2>\n<p>In management control, AI makes it possible to move from simply describing variances to identifying their causes. A margin that falls short of the budget can be broken down into price, volume, product mix, raw material costs, production efficiency, and logistics. <\/p>\n<p>The ability to link financial and operational data <strong>enables more granular analyses by customer, channel, product, plant, or order.<\/strong> The models can also identify relationships that were not captured in traditional reports, indicating, for example, that an increase in revenue for a particular product line is associated with faster growth in service costs.<\/p>\n<p><strong>What-if simulations provide a decision-making perspective.<\/strong>  Finance and management teams can assess the impact of tariffs, inflation, exchange rates, interest rate fluctuations, or declines in demand on the income statement, balance sheet, and cash flow. The goal is to quantify exposure and develop options consistent with different scenarios, even when it is not possible to predict every single event. <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">Reconciliation, Closure, and Compliance<\/h2>\n<p>Machine learning and rule-based systems can automate the matching of transactions, identify duplicates, and focus attention on exceptions. During the closing process, <strong>AI can review historical patterns, detect unusual entries, and rank anomalies based on their materiality.<\/strong> <\/p>\n<p>The benefit for compliance depends on traceability. Every adjustment, forecast, or recommendation must be traceable back to the data used, the model version, and the person who validated the output. Roles, segregation of duties, and ERP authorizations must also be applied to agents and AI assistants.  <\/p>\n<p>On this point, the 2026 KPMG data we cited at the beginning speaks for itself: <strong>companies able to produce AI-related audit evidence show improvement rates three to six times higher than those without this capability.<\/strong> In terms of error reduction, the difference lies between the 33% of companies that use advanced AI-based tools and the 6% of others.<\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">CFO View and Reggy: Applying AI to Finance Processes<\/h2>\n<p>In <strong><a href=\"https:\/\/www.regestaitalia.eu\/en\/solutions\/products\/cfo-view\/\"><u><span style=\"color: rgb(67, 69, 73);\">our CFO View model<\/span><\/u><\/a><\/strong> combines planning and consolidation in an SAP-based environment. The planning component integrates sales, personnel costs, OPEX, product costs, purchases, CAPEX, financing, accounts receivable, and accounts payable, translating them into the income statement, balance sheet, and cash flow statement. <\/p>\n<p>The same platform allows users to<strong> create budget and forecast versions, run simulations, and monitor the effects of changes throughout the entire model.<\/strong> An increase in the cost of goods purchased, for example, can be reflected in product costs, margins, and cash flow without having to manually rebuild each financial statement. The consolidation module, on the other hand, handles operations such as intercompany eliminations, currency conversions, and the production of consolidated financial statements, while maintaining an audit trail of the calculations. <\/p>\n<p>Reggy can operate on this architecture <strong><a href=\"https:\/\/www.regestaitalia.eu\/en\/solutions\/products\/reggy-ai-digital-worker\/\"><u>Reggy, Regesta\u2019s AI Digital Worker<\/u><\/a><\/strong>. A CFO can query the cash flow forecast, the year-end forecast, or the impact of a change in interest rates using natural language. The assistant retrieves authorized data, summarizes the KPIs, and proposes follow-up analyses of the income statement, the payment schedule, or the investment plan.  <\/p>\n<p>Conversational interaction reduces the time it takes to access information, but it does not eliminate checks and balances.<strong> The assistant must use verified company sources<\/strong>, adhere to the user&#8217;s profile, and clearly distinguish between recorded data, forecasts, and recommendations.<\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">Governance and Human-in-the-Loop in AI for Finance<\/h2>\n<p>Financial processes require accuracy, transparency, and accountability. For this reason, a probabilistic model should not automatically record a transaction, approve a payment, or modify a budget without thresholds, authorizations, and verifications. <\/p>\n<p>Governance must cover data quality and provenance, authorizations, model validation, performance monitoring, anomaly management, log retention, and periodic review of use cases.<strong> The level of human intervention may vary<\/strong>: a low-impact classification can be automated, while a decision regarding liquidity, credit, or reporting typically requires approval.<\/p>\n<p><strong>European Regulation 2024\/1689, the AI Act\u2075<\/strong>, adopts a risk-based approach and introduces requirements that vary depending on the characteristics of the system and its use. Classification must therefore be based on each individual use case, avoiding the automatic classification of every financial application as high-risk. Traceability, oversight, data governance, and transparency remain, however, technical requirements that are useful for supporting audits and internal controls.  <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">How to Measure the Benefits for CFOs and Finance Management<\/h2>\n<p>The impact must be assessed using <strong>process-related indicators:<\/strong><\/p>\n<ul>\n<li>percentage error in the forecast and its stability over time;<\/li>\n<li>duration of the budget, forecast, closing, and consolidation cycles;<\/li>\n<li>percentage of automated reconciliations and number of exceptions;<\/li>\n<li>accuracy of the cash flow forecast and variance from actual cash flows;<\/li>\n<li>time spent on data preparation versus analysis;<\/li>\n<li>number of confirmed anomalies and false-positive rate;<\/li>\n<li>percentage of AI output that was modified or rejected by users;<\/li>\n<li>Availability of lineage, logs, and audit trails for automated processing.<\/li>\n<\/ul>\n<p>These KPIs make it possible to distinguish between mere technology adoption and operational value. An assistant that is used frequently but is based on inconsistent data does not improve governance. A slightly more accurate forecasting model, integrated into a faster and more verifiable process, can, on the other hand, tangibly enhance decision-making capabilities.  <\/p>\n<p><strong>The assessment must also address the growth of the Finance function.<\/strong>  Reducing preparation time is beneficial if it allows controllers and managers to devote more time to analysis, scenario planning, and supporting management. Operational efficiency and decision-making maturity must therefore be considered together. <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">AI Agents and Composites: The Evolutionary Perspective<\/h2>\n<p>The evolutionary approach involves the use of composite AI\u2014which combines machine learning, generative models, rules, and optimization techniques\u2014and agents capable of coordinating more complex workflows.<\/p>\n<p><strong>An agent can collect data, update a simulation, detect a deviation, and prepare a comment.<\/strong>  It can also request approval from the person in charge or transfer the task to the appropriate role when an exception occurs.<\/p>\n<p>Even in the presence of agent-based systems, <strong>autonomy must be proportionate to the risk.<\/strong> The approval of a payment, the modification of a financial plan, or the disclosure of information to the market must continue to be governed by defined responsibilities, controls, and organizational rules.<\/p>\n<p>The shift toward Agile Finance does not, therefore, mean that systems operate completely autonomously. It consists of the ability to <strong>assign to technology those tasks that can be automated, while maintaining human responsibility for the steps that have economic, financial, or regulatory implications.<\/strong> <\/p>\n<h2 data-fontsize=\"44\" data-lineheight=\"52.8px\" class=\"fusion-responsive-typography-calculated\" style=\"--fontSize: 44; line-height: 1.2;\">AI in Finance Starts with Data Integration<\/h2>\n<p>Artificial intelligence delivers results in finance when it operates on consistent, contextualized data that is accessible through controlled processes. ERP, data management, analytics, and AI form a single information architecture. <\/p>\n<p>For the CFO, this integration helps <strong>reduce reconciliation and preparation time, update budgets and forecasts more quickly, anticipate liquidity pressures, and understand the drivers of performance.<\/strong> For the company, it creates a common foundation for making decisions, verifying results, and explaining them.<\/p>\n<p>The goal is to grow the Finance function by gradually shifting its focus from producing information to interpreting it. Data quality and process design form the foundation. AI adds predictive capabilities, speed, and the ability to synthesize information. Value emerges when these capabilities are integrated into <strong>an Agile Finance model that preserves human oversight, traceability, and financial expertise.<\/strong>   <\/p>\n<\/div><div class=\"fusion-separator fusion-full-width-sep\" style=\"align-self: center;margin-left: auto;margin-right: auto;margin-top:2vh;margin-bottom:2vh;width:100%;\"><div class=\"fusion-separator-border sep-single\" style=\"--awb-height:20px;--awb-amount:20px;--awb-sep-color:var(--awb-color4);border-color:var(--awb-color4);border-top-width:1px;\"><\/div><\/div><div class=\"fusion-text fusion-text-4\" style=\"--awb-content-alignment:center;\"><p style=\"text-align: center;\">Find out what strategies will help<strong> make your Finance department even more agile.<\/strong><\/p>\n<p style=\"text-align: center;\">Schedule a call and <strong>tell us about your organization&#8217;s needs.<\/strong><\/p>\n<\/div><div style=\"text-align:center;\"><a class=\"fusion-button button-flat button-xlarge button-default fusion-button-default button-1 fusion-button-default-span fusion-button-default-type\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/calendar.google.com\/calendar\/u\/0\/appointments\/schedules\/AcZssZ0YSL2HD3QZihmu31bSK-wpZyxQuLRtdSu0I6KHlY8PDs67FTS6APaulVswZXTz5jymb8LljHAt\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">BOOK A CALL<\/span><\/a><\/div><div class=\"fusion-text fusion-text-5\" style=\"--awb-content-alignment:center;\"><p style=\"text-align: left;\">\u00b9 Source: <a href=\"https:\/\/www.gartner.com\/en\/newsroom\/press-releases\/2025-11-18-gartner-survey-shows-finance-ai-adoption-remains-steady-in-2025\" target=\"_blank\" rel=\"noopener\">Gartner.org<\/a><br \/>\u00b2 Source: <a href=\"https:\/\/assets.kpmg.com\/content\/dam\/kpmgsites\/xx\/pdf\/2026\/05\/global-ai-in-finance-report.pdf\" target=\"_blank\" rel=\"noopener\">Kpmg.com<\/a><br \/>\u00b3 Source: <a href=\"https:\/\/www.mckinsey.com\/capabilities\/strategy-and-corporate-finance\/our-insights\/how-finance-teams-are-putting-ai-to-work-today\" target=\"_blank\" rel=\"noopener\">McKinsey.com<\/a><br \/>\u2074 Source: <a href=\"https:\/\/www.sap.com\/products\/data-cloud.html\" target=\"_blank\" rel=\"noopener\">Sap.com<\/a><br \/>\u2075 Source: <a href=\"https:\/\/eur-lex.europa.eu\/eli\/reg\/2024\/1689\/oj\/eng\" target=\"_blank\" rel=\"noopener\">Eur-lex.europa.eu<\/a><\/p>\n<\/div><\/div><\/div><\/div><\/div>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":26866,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[142,167],"tags":[],"class_list":["post-26871","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-administration-and-finance","category-artificial-intelligence-ai"],"yoast_head":"<!-- This site is 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