A tool is only as good as the hand that wields it.
And with the influence of artificial intelligence (AI) becoming more prevalent in our daily lives, CFOs and treasury function leaders are re-assessing the historical calculus around integrating AI solutions into their workflows to open up a new horizon of opportunity.
Merely automating a process or porting it over to a more efficient technology doesn’t always deliver enough return on investment (ROI) to justify the initial outlay. Ultimately, the real value of a transformation comes from how the new technology changes what gets done.
Today’s dynamic operating environment and higher-for-longer macro landscape has emphasized to businesses and finance teams that superior visibility of cash is now king and underscored the tangible benefits of better control of working capital.
The latest PYMNTS Intelligence from this month finds that firms are increasingly using generative AI (GenAI) for medium-impact tasks, such as financial reporting and data visualizations, surpassing the share using it for more routine tasks.
Creating data visualizations or reports is the most common use of GenAI, according to the findings detailed in “Most CFOs See Limited ROI From GenAI, but Boost Its Investment,” the fourth edition of PYMNTS Intelligence’s 2024 C(AI)O Project.
But the greater availability of data and superior tools for analyzing it is super-charging performance across five traditional CFO and treasury disciplines, including cash-flow forecasting, risk management and fraud detection, the automation of routine tasks, real-time treasury, and strategic decision support.
Read more: Treasury’s Digital Migration Creates Greater Synergies With Finance Function
AI offers powerful tools that can analyze vast amounts of data, automate routine tasks and provide predictive insights, enabling financial leaders to navigate challenges with greater agility and precision.
Historically, the finance function focused on diagnosing reporting results. Now, the role is evolving toward one where CFOs have an opportunity to establish sustainable competitive advantages, in part by optimizing their firm’s financial workflows with the help of AI and data analytics.
“Technology, especially AI, has accelerated the success of finance teams by providing real-time access to data and insights,” Brian Unruh, CFO at global AI company ABBYY, told PYMNTS for the series “A Day In The Life of a CFO.” “This allows us to proactively address issues before they become significant problems, rather than just reporting on them after the fact.”
Automation is one of the most immediate benefits of AI. Many financial tasks, such as invoice processing, account reconciliation and financial reporting, are repetitive and time-consuming. These tasks are also prone to human error, which can lead to costly mistakes and inefficiencies. AI-driven automation tools can take over these routine processes, freeing up time for financial professionals to focus on more strategic activities.
Read more: CFOs Tap AI to Optimize Cash Flow
As PYMNTS Intelligence revealed in “60 CFOs Can’t Be Wrong … AI Can Help Accounts Payable,” 78% of CFOs surveyed said their access to AI technology is very or extremely important. Only 5% said the AI automation they are now using to support their AP cycle is not at all or only slightly important.
Sixty-three percent of CFOs say AI has reduced their need for lower-skill workers; however, the new technology may also require new skill sets. Fifty-eight percent of CFOs told us they need more analytically skilled employees.
“The finance function has been dealing with artificial intelligence for some time. I don’t want to say we’re the tip of the spear on this, but tools such as expense management tools in the accounting function [have long been built on AI],” Jim Sparks, CFO at Kalderos, told PYMNTS. “In a perfect world, I think artificial intelligence won’t replace humans, but it will make humans more effective by unlocking insights and making projections more accurate.”
CFOs’ perceptions of AI’s importance for increasingly complex tasks have significantly evolved since PYMNTS’ March survey. In June, CFOs were 86% more likely to say that GenAI is important for financial reporting than in March. And 58% of CFOs said the technology is important for capital management in June, compared to just 30% in March. The data suggests that CFOs have gained confidence in embracing the technology’s capabilities in just a short time.
Read more: AI for Real-Time Treasury Delivers Up to 90% Efficiency Gains
Treasurers with high levels of influence are far more likely to report that their companies have predictable cash flows, expect revenue to increase and are agile in responding to shifting marking conditions — all areas in which AI can be leveraged.
“AI and ML [machine learning] are transforming everything treasury, it’s the equivalent of the Industrial Revolution 4.0,” Jarrett Bruhn, managing director and head of data and AI in global transaction services at Bank of America, told PYMNTS. “When you think of what a treasurer does, trying to find operational and cost efficiencies, these tools and technologies fundamentally change how they can do their daily job.”
AI-driven analytics assist in optimizing investment portfolios by analyzing large datasets, including market conditions, interest rates and credit risks. AI helps treasurers and CFOs make data-driven decisions on asset allocation, hedging strategies and capital deployment to maximize returns while minimizing risk.
By identifying patterns and correlations, AI helps treasurers anticipate cash needs, optimize liquidity and ensure sufficient capital for operations and investments.
And the use of AI isn’t just reserved for sprawling enterprises either. Smaller firms are well positioned to capture the upside of the innovation.
“Proactive AI solutions are helping even lean finance teams that don’t necessarily have the manpower of large treasury teams to be in control and make more optimal decisions,” Noam Mills, CEO at Panax, told PYMNTS. “It’s a tectonic shift that is happening rapidly.”
Intel’s new CEO, Lip-Bu Tan, is clear-eyed about the chipmaker’s many problems and the tough road ahead as he engineers a turnaround to revive this legendary Silicon Valley company.
“This is an iconic and essential company that is important for the industry and also to the United States,” Tan said in a keynote address at Intel’s conference in Las Vegas this week.
The nuclear physicist, who dropped out of the Ph.D. program at MIT, is best known for transforming Cadence Design Systems into a robust chip design and software company. He was also a board member at Intel.
“We fell behind on innovation. We have been too slow to adapt to meet your needs. You deserve better, and we need to improve, and we will,” Tan told his audience of customers and vendors. “Please be brutally honest with us.”
Tan called this juncture a “defining moment” for the legendary chipmaker.
Intel was once the world’s most valuable chipmaker — a crown that would go to Nvidia. With its “Intel Inside” branding, it was the first chipmaker to become a household name. In the 1990s, Intel and Windows became so dominant in PCs that the pair were called “Wintel.” Intel founder Gordon Moore’s “Moore’s Law” still stands 60 years after it was created.
Intel’s troubles began in the mid-2010s, when it started missing key product deadlines and struggled to advance to 10nm manufacturing, allowing rivals like TSMC and AMD to overtake it in performance and efficiency. Once the industry leader, Intel became hampered by internal bureaucracy, a rigid culture, and a hardware-first mindset that lagged behind a software- and artificial intelligence (AI)-driven future, while competitors like ARM and Nvidia thrived.
Intel also famously turned down Apple’s request to make chips for the iPhone, paving the way for Qualcomm. In the third quarter of 2024, Intel posted its largest quarterly loss of $16.6 billion, including a $15.9 billion charge to reflect lower valuations and costs to lay off 15,000 employees.
Now there are even reports of Intel as a takeover target — humiliating for a tech icon. “Intel Corp.’s fall from market dominance to takeover target is a tale marked by missed opportunities and rising expenses,” wrote Iuri Struta, senior research associate at S&P Global Market Intelligence, in a blog post. In 2020, Intel was the second most valuable chipmaker. As of last September, it had fallen to 14th place, he said.
Tan understands the enormity of his task to turn around Intel. “We have a lot of hard work ahead. We have fallen short of your expectations. I will pull together strong teams to correct the past mistakes and start to earn your trust,” he said. “I will not be satisfied until we delight all of you.”
Read more: Intel Faces Potential Breakup as Broadcom and TSMC Explore Deals
Tan faces a big challenge in reviving a company with decades of inertia to lead in a market that now moves at hyperspeed. His four areas of focus are: changing the culture, strengthening the core business, incubating and growing new business, and building customer trust.
Tan said he will bring Intel back to its roots: an engineering-focused company. He promised to meet with engineers even six to seven levels down from the C-suite to hear their ideas and unleash their creativity. Tan also promised to retain and attract key talent, which had been leaving Intel.
Tan said Intel needs to adopt a startup culture to innovate, where every day is Day One. His weekends are filled with meetings with engineers and software architects who have “brilliant” ideas and who “want to change the world. That’s when I get excited to work closely with them,” Tan said.
Tan also plans to simplify the way Intel works because “bureaucracy kills innovation.” The startup mindset will enable them to act with speed.
“We are operating in a very dynamic, fast-moving industry. Technology adoptions and disruption are accelerating faster than ever. This is being driven by the one transformational force called AI,” Tan said.
Intel will target three AI areas: cloud AI, generative and agentic AI, and physical AI such as robotics. To that end, Tan said Intel will spin off non-core business divisions but did not name which ones.
To right its operations, Tan said Intel must change the way it makes products. The company used to start by making hardware — chips — and then developing the software to make it work. “The world has changed. You have to flip that around,” Tan said. “You start with the problem, what you’re trying to solve. … Then we work backwards from there.”
Tan also addressed Intel’s product and foundry priorities. In client computing, he reaffirmed a commitment to innovation, noting the competitive landscape has shifted and Intel must not “stand still.” Pushing forward with AI-enhanced PCs, the company aims to ship its next-generation Panther Lake processors on its 18A process node later this year.
Perhaps most critically, Tan confirmed Intel’s ambitions to manufacture chips for customers around the world. “Foundry is a service business that is built on the foundational principle of trust,” he said.
At this stage in his career, Tan said he has been asked why he would take on one of the most difficult jobs in tech.
“The answer is very simple. I love this company,” Tan said, with tears in his eyes. “It was very hard for me to watch it struggle. I simply cannot stay on the sidelines knowing that I could help turn things around.”
Photo: Intel CEO Lip-Bu Tan. Credit: Intel livestream
