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AI dreams running into AI realities says Gartner survey

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AI dreams are running into AI realities as companies that have adopted the technology report uneven gains, even in areas where there is improvement, the results are less radical and dramatic than people may have initially thought. 

This is according to a recent survey from business technology consulting firm Gartner, which found teams that implement traditional AI and generative AI are not significantly more likely to report high productivity gains than teams that implement other technologies such as robotic process automation or blockchain. 

Among teams who primarily used traditional AI, 37% reported high productivity gains as a result of implementation, while gen AI-using teams fared marginally worse at 34%. In comparison, 34% of teams using other new technologies also reported high productivity gains, a level that is surprisingly not significantly different from teams using either type of AI. 

Gartner attributed this to several factors. For example, inflated expectations of AI’s capabilities lead to disillusionment. While AI can automate certain tasks and provide valuable insights, it does not automatically translate into substantial productivity improvements across the board. Additionally, measuring productivity gains can be challenging, and implementation lags often delay the realization of benefits.

Of note, though, is that these percentages are averages; some functions have actually benefited quite a lot from AI while others get very little. The biggest beneficiaries have been marketing professionals, with 59% reporting high productivity gains as a result of AI implementation, followed by supply chain specialists at 45%, and sourcing and procurement professionals at 44%. After this, those reporting high productivity gains drop dramatically: only 28% of those in manufacturing, production, quality and R&D functions report high productivity gains from AI; only 27% in the legal, risk and compliance areas; 26% in finance; and, last, IT, which only had 18% reporting high productivity gains. 

Marketing has taken well to AI, according to Gartner’s survey, because it can be used to analyze large customer datasets and pinpoint distinct segment-level buying characteristics, as well as quickly create highly targeted and personalized digital marketing content. By comparison, functions such as legal and HR teams have lots of opportunities for AI deployment, but have lagged, at least partly due to areas such as legal contract review or candidate screening processes, which require teams to invest in significant risk monitoring, governance and rework, effectively capping any time savings and productivity gains.

Similarly, while finance has a lot of opportunities for AI deployment—with most common use cases being things like intelligent process automation, error and anomaly detection, basic financial analysis and forecasting—it lags behind other functions, at least partly due to the culture of finance itself, according to Gartner. 

“Many finance leaders tend to be conservative in their AI deployment due to their high expectations for accuracy, desire to minimize data security risks, and need for auditable reporting and evidence. Coupled with AI-related data and skills gaps in finance and limited funding, most finance organizations are not yet at the point where they can roll out AI more broadly and capture big productivity gains. Only 20% of finance organizations are using AI in production, and only 6% are scaling AI to a larger group of users,” said the report. “The good news is that 66% of CFOs are more optimistic or much more optimistic about the value of AI in finance compared to a year ago.”

When it comes to the teams who do report high productivity gains because of AI, the most common positives have been significant cost savings on the enterprise level, improvements in the creation of more novel products and offerings, and significant improvements in the quality of their enterprise’s products and offerings. 

Gartner found individuals save 5.4 hours per week on average after implementing traditional AI, or 4.98 hours per week for those using generative AI. This is slightly less than what was found by a poll from business solutions provider Intapp, which said AI saves accountants about 31 hours a week; but roughly in line with the results of a Karbon survey which found AI solutions have saved accountants between 3.8 to 6.5 hours over a five-day work week. 

The Gartner poll asked what people were doing with the 5.4 hours saved per week. It found that 0.8 hours were devoted to reviewing and redoing work done by AI; 1.4 hours were devoted to taking on extra work that did not improve team outcomes; 0.8 hours were devoted to developing skills; 0.6 hours were dedicated to “reducing hours worked”; and 1.7 hours were devoted to taking on extra work that does improve team outcomes. A similar pattern emerges for the 4.98 hours saved by those who use gen AI. 

Staff inertia was named as a major factor in why AI has not been saving even more time. It noted, for instance, that 60% of finance staff have a tendency to perform manual work on processes that have been mostly or fully automated, either because they don’t trust the technology or because they have an affinity for legacy work. 

“Changes to ways of working will no doubt come with time, as workers begin to trust AI more and there is effective change management and oversight to reallocate time spend,” said the Gartner report. “Teams reporting higher productivity gains make more strategic use of this time by planning for it in advance.” 

Until that day comes, however, Gartner predicted is unlikely that we will see mass displacement of workers in the near-term future. Gartner found that, so far, the time savings from AI do not yet add up to a full-time employee’s time at the average organization. It’s likely that while AI helps an employee with singular tasks, it does not yet replace an entire employee. However, it did note that, given the uneven productivity gains from AI, this means that larger companies, departments and processes are more likely to quickly realize headcount reductions than smaller groups, making the productive reallocation of that time even more important. Overall the Gartner survey challenged widespread fears that AI is coming for people’s jobs already. 

“Anecdotal evidence abounds about AI-driven job displacement. For example, a technology CEO in a recent earnings call claimed that AI-based conversational agents enabled a 50% reduction in IT support headcount, in much the same way that word processors displaced floors’ worth of typists. To the contrary, Gartner’s AI in Finance Survey found that although 53% of surveyed finance leaders expect headcount reductions from AI, only 5% have actually made headcount reductions,” said the report. 

Leaders should instead think of AI not as a headcount reducer but as something that compresses experience in low-complexity roles and getting new workers up to speed quickly at delivering quality output. AI skills are now common among teams, but they are not a differentiating driver of productivity gains. Teams with the highest productivity gains from AI are better at reorganizing to optimize the impact of AI and taking an open and explorative approach to AI deployment. 

Gartner said that if leaders want to get the most out of AI, they need to adapt their operating model to the technology, not the other way around. Those who have seen high productivity gains adapted both internal structures as well as their team’s ways of working to take advantage of AI’s capabilities.

This includes redesigning structures and workflows to eliminate process bottlenecks and shifting time more quickly to value-added tasks. Leaders should also build AI communities that drive collaboration and knowledge sharing among users that can develop richer models than a siloed team of AI experts. Finally, they need to nurture a culture of AI acceptance through instilling an openness to learn and exploring new AI use cases without fear of AI replacing their jobs. Rather than asking, “Will AI replace us?” the mindset should change to “How can we be more effective at our jobs using AI?”

Overall, Gartner recommended that leaders set realistic expectations for productivity gains in AI investment business cases and drive manager accountability for effectively shifting their team’s time savings from AI use toward value-added activities that improve team outcomes. Beyond scaling back expectations for AI, they should also build a contingency plan for a possible increase in demand for knowledge workers. 

“Despite the excitement surrounding AI, its impact on productivity has been inconsistent, leading to what some describe as the AI productivity paradox,” said Randeep Rathindran, distinguished vice president at Gartner, speaking at its CFO & Finance Executive Conference in Sydney. “While AI has shown potential to boost productivity at the segment level, such as in call centers, broader organizational benefits have been harder to achieve. Therefore, CFOs should recalibrate expectations on how AI will truly impact worker productivity and headcount.”

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Accounting

XcelLabs launches to help accountants use AI

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Jody Padar, an author and speaker known as “The Radical CPA,” and Katie Tolin, a growth strategist for CPAs, together launched a training and technology platform called XcelLabs.

XcelLabs provides solutions to help accountants use artificial technology fluently and strategically. The Pennsylvania Institute of CPAs and CPA Crossings joined with Padar and Tolin as strategic partners and investors.

“To reinvent the profession, we must start by training the professional who can then transform their firms,” Padar said in a statement. “By equipping people with data and insights that help them see things differently, they can provide better advice to their clients and firm.”

Padar-Jody- new 2019

Jody Padar

The platform includes XcelLabs Academy, a series of educational online courses on the basics of AI, being a better advisor, leadership and practice management; Navi, a proprietary tool that uses AI to help accountants turn unstructured data like emails, phone calls and meetings into insights; and training and consulting services. These offerings are currently in beta testing.

“Accountants know they need to be more advisory, but not everyone can figure out how to do it,” Tolin said in a statement. “Couple that with the fact that AI will be doing a lot of the lower-level work accountants do today, and we need to create that next level advisor now. By showing accountants how to unlock patterns in their actions and turn client conversations into emotionally intelligent advice, we can create the accounting professional of the future.”

Tolin-Katie-CPA Growth Guides

Katie Tolin

“AI is transforming how CPAs work, and XcelLabs is focused on helping the profession evolve with it,” PICPA CEO Jennifer Cryder said in a statement. “At PICPA, we’re proud to support a mission that aligns so closely with ours: empowering firms to use AI not just for efficiency, but to drive growth, value and long-term relevance.”

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Accounting

Accounting is changing, and the world can’t wait until 2026

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The accountant the world urgently needs has evolved far beyond the traditional role we recognized just a few years ago. 

The transformation of the accounting profession is not merely an anticipated change; it is a pressing reality that is currently shaping business decisions, academic programs and the expected contributions of professionals. Yet, in many areas, accounting education stubbornly clings to outdated, overly technical models that fail to connect with the actual demands of the market. We must confront a critical question: If we continue to train accountants solely to file tax reports, are we truly equipping them for the challenges of today’s world? 

This shift in mindset extends beyond individual countries or educational systems; it is a global movement. The recent announcement of the CIMA/CGMA 2026 syllabus has made it unmistakably clear: merely knowing how to post journal entries is insufficient. Today’s accountants are required to interpret the landscape, anticipate risks and act with strategic awareness. Critical thinking, sustainable finance, technology and human behavior are not just supplementary topics; they are essential components in the education of any professional seeking to remain relevant. 

The CIMA/CGMA proposal for 2026 is not just a curriculum update; it is a powerful manifesto. This new program positions analytical thinking, strategic business partnering and technology application at the core of accounting education. It unequivocally highlights sustainability, aligning with IFRS S1 and S2, and expands the accountant’s responsibilities beyond mere numbers to encompass conscious leadership, environmental impact and corporate governance. 

The current changes in the accounting profession underscore an urgent shift in expectations from both educators and employers. Today, companies of all sizes and industries demand accountants who can do far more than interpret balance sheets. They expect professionals who grasp the deeper context behind the numbers, identify inconsistencies, anticipate potential issues before they escalate into losses, and act decisively as a bridge between data and decision making. 

To meet these expectations, a radical mindset shift is essential. There are firms still operating on autopilot, mindlessly repeating tasks with minimal critical analysis. Likewise, many academic programs continue to treat accounting as purely a technical discipline, disregarding the vital elements of reflection, strategy and behavioral insight. This outdated approach creates a significant mismatch. While the world forges ahead, parts of the accounting profession remain stuck in the past. 

The consequences of this shift are already becoming evident. The demand for compliance, transparency and sustainability now applies not only to large corporations but also to small and mid-sized businesses. Many of these organizations rely on professionals ill-equipped to drive the necessary changes, putting both business performance and the reputation of the profession at risk. 

The positive news is that accountants who are ready to thrive in this new era do not necessarily need additional degrees. What they truly need is a commitment to awareness, a dedication to continuous learning, and the courage to step beyond their comfort zones. The future of accounting is here, and it is firmly rooted in analytical, strategic and human-oriented perspectives. The 2026 curriculum is a clear indication of the changes underway. Those who fail to think critically and holistically will be left behind. 

In contrast, accountants who see the big picture, understand the ripple effects of their decisions, and actively contribute to the financial and ethical health of organizations will undeniably remain indispensable, anywhere in the world.

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Accounting

Republicans push Musk aside as Trump tax bill barrels forward

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Congressional Republicans are siding with Donald Trump in the messy divorce between the president and Elon Musk, an optimistic sign for eventual passage of a tax cut bill at the root of the two billionaires’ public feud.

Lawmakers are largely taking their cues from Trump and sticking by the $3 trillion bill at the center of the White House’s economic agenda. Musk, the biggest political donor of the 2024 cycle, has threatened to help primary anyone who votes for the legislation, but lawmakers are betting that staying in the president’s good graces is the safer path to political survival.

“The tax bill is not in jeopardy. We are going to deliver on that,” House Speaker Mike Johnson told reporters on Friday.

“I’ll tell you what — do not doubt, don’t second guess and do not challenge the President of the United States Donald Trump,” he added. “He is the leader of the party. He’s the most consequential political figure of our time.”

A fight between Trump and Musk exploded into public view this week. The sparring started with the tech titan calling the president’s tax bill a “disgusting abomination,” but quickly escalated to more personal attacks and Trump threatening to cancel all federal contracts and subsidies to Musk’s companies, such as Tesla Inc. and SpaceX which have benefitted from government ties.

Republicans on Capitol Hill, who had —  until recently — publicly embraced Musk, said they weren’t swayed by the billionaire’s criticism that the bill cost too much. Lawmakers have refuted official estimates of the package, saying that the tax cuts for households, small businesses and politically important groups — including hospitality and hourly workers — will generate enough economic growth to offset the price tag.

“I don’t tell my friend Elon, I don’t argue with him about how to build rockets, and I wish he wouldn’t argue with me about how to craft legislation and pass it,” Johnson told CNBC earlier Friday.

House Budget Committee Chair Jodey Arrington told reporters that House lawmakers are focused on working with the Senate as it revises the bill to make sure the legislation has the political support in both chambers to make it to Trump’s desk for his signature. 

“We move past the drama and we get the substance of what is needed to make the modest improvements that can be made,” he said.

House fiscal hawks said that they hadn’t changed their prior positions on the legislation based on Musk’s statements. They also said they agree with GOP leaders that there will be other chances to make further spending cuts outside the tax bill. 

Representative Tom McClintock, a fiscal conservative, said “the bill will pass because it has to pass,” adding that both Musk and Trump needed to calm down. “They both need to take a nap,” he said.

Even some of the House bill’s most vociferous critics appeared resigned to its passage. Kentucky Representative Thomas Massie, who voted against the House version, predicted that despite Musk’s objections, the Senate will make only small changes.

“The speaker is right about one thing. This barely passed the House. If they muck with it too much in the Senate, it may not pass the House again,” he said.

Trump is pressuring lawmakers to move at breakneck speed to pass the tax-cut bill, demanding they vote on the bill before the July 4 holiday. The president has been quick to blast critics of the bill — including calling Senator Rand Paul “crazy” for objecting to the inclusion of a debt ceiling increase in the package.

As the legislation worked its way through the House last month, Trump took to social media to criticize holdouts and invited undecided members to the White House to compel them to support the package. It passed by one vote.

Senate Majority Leader John Thune — who is planning to unveil his chamber’s version of the bill as soon as next week — said his timeline is unmoved by Musk. 

“We are already pretty far down the trail,” he said.

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