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How AI and automation are improving accounting now

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AI may be the best option for solving the accounting talent crisis. The accounting field is facing a multiyear, worsening talent shortage, with 87% of accounting and finance decision makers agreeing that it’s a problem. 

AI-driven automation (also known as intelligent automation) provides process automation that can learn from the data it handles to become more efficient over time. As such, it offers overloaded accounting and finance departments a lifeline for more efficient accounting operations, greater accuracy and a better employee experience, among other potential benefits. If there was ever a time for the traditionally cautious accounting industry to adopt leading-edge technology, it’s now.

That’s because the labor shortage is accelerating, and the average number of open accounting roles has more than doubled since 2024. A Q1 2025 survey of CFOs and other accounting and finance leaders revealed an average of five unfilled roles per company, up from just two in Q1 2024. This is a dramatic increase, and survey respondents indicated they expected the situation to worsen slightly by year’s end.

 Demographic trends feeding this decline include: 

●      a decline in accounting major enrollments;
●      greater interest in technology careers that offer better pay; and,
●      a desire to avoid tax- and reporting-time work-life imbalance.

These are long-term shifts that will be difficult to reverse. But AI automation is available now to help relieve some of the pressure.

Where are accounting leaders using AI and automation?

In 2024, most CFOs indicated they were taking a wait-and-see approach to AI automation in accounting processes. In 2025, a still small but growing number are relieving the workload on their employees with AI-enabled automation for standardized processes. More than a third (38%) reported using some form of automation and AI for “helping teams work more efficiently but not replacing jobs. Twenty-three percent said their company’s use of AI and automation was “reducing the need for certain roles.” But more than a quarter (26%) said that AI and automation had “no significant impact yet on their operations.

 Among the leaders already using these tools, they report seeing the largest impact in 

●      Accounts receivable (55%);
●      Accounts payable (54%);
●      Payroll (32%); and
●      General ledger and financial close (32%).

There’s even some process automation happening now for roles that CFOs described as harder to fill, including FP&A (14%) and tax compliance and reporting (13%).

Will AI-powered automation break the accounting talent crisis cycle?

The data above shows progress but also plenty of room for more use of AI-driven automation to handle repetitive accounting tasks. Even if AI automation can’t completely make up for open roles, it can reduce the additional work that existing employees are asked to do.

That matters because employees who have to take on more responsibilities because of unfilled roles are more likely to burn out or leave the organization. In accounting, 49% of organizations now require 60 days or more to fill an open position. Multiply that timespan by the average of five open accounting roles and it’s clear that many accountants, payroll specialists, auditors and other accounting professionals are doing more than their share and risking burnout to keep their departments running.

Overworked employees are more likely to make errors due to fatigue or distraction. That can expose organizations to liability. For example, 140 public U.S. companies had to reissue financial statements in 2024 because of accounting errors, twice as many as in 2020. This kind of incident is costly for the company and demoralizing for employees — another risk factor for turnover and burnout.

What are the biggest challenges to implementing AI automation?

What will it take for more accounting and finance organizations to adopt these tools? These are the biggest challenges cited by accounting and finance leaders:

Data security and compliance: Any system that handles sensitive data must adhere to best practices for cybersecurity, access controls and privacy regulations. Working with your IT and compliance teams on an implementation plan can help your organization avoid data exposure and noncompliance.

Some AI automation tools are designed to streamline compliance tasks. As you evaluate potential systems, look for those that offer

●      Compliance checks built into process automation workflows;
●      Compliance analysis that flags potential issues;
●      Automated report generation for compliance requirements; and
●      Machine learning to adapt processes when compliance requirements change.

Implementation costs: Finding room in the budget for a new software solution isn’t always easy, but AI-driven process automation has the potential to reduce costs over the long term by

●      Saving employee hours on basic AP, AR, payroll and other tasks;
●      Reducing data entry errors that can result in report recalls;
●      Helping to avoid penalties for noncompliance with data privacy and reporting requirements; and
●      Reducing costly employee turnover by reducing the overall workload.

AI systems management talent: Implementing intelligent automation requires someone to set it up and run it, with a skill set that many accounting and finance groups don’t have yet. In the near term, creating a team inhouse that wants to learn these skills and use them as part of their career development path is an option. So is working with a third party to handle implementation and train your AI team.

Taking the longer view, your organization should develop companywide AI training and policies to establish guardrails and best practices. That’s because while 40% of US workers say they’ve used AI at work in the past year, only 30% say their employer has AI guidelines. Putting these policies in place now can protect your data and avoid risk exposure while also building AI skills across your workforce.

Pulling ahead in the competition for accounting talent

Accounting teams that use intelligent automation strategically to reduce overwork, improve compliance and cultivate AI skills can gain another advantage in the talent shortage. They can become more attractive to the candidates that are on the market, who want to work with new technology and have a decent work-life balance. They can also retain more of their current employees for the same reasons.

So, organizations that are leveraging AI and automation in the accounting and finance space now are building operational efficiencies and recruiting and retention advantages that lagging firms will struggle to match going forward. To avoid getting left behind on talent and technology, accounting leaders need to start exploring how AI automation can help transform their quest for talent and efficiency.

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

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U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

WASHINGTON — In a major escalation of cross-border trade friction, U.S. President Donald Trump has signed executive orders imposing new 50% tariffs on a wide selection of Canadian exports, citing discriminatory practices by Ottawa targeting American auto, dairy, and beverage industries.

The new duties, announced Monday, will take effect in 30 days. They target a broad spectrum of consumer and industrial goods—ranging from wine, liquor, and milk products to commercial cement, furniture, clothing, and hockey equipment.

Untested Legal Mechanism

To enact the sweeping measures, the administration invoked Section 338 of the Tariff Act of 1930—a rarely used legal provision allowing the executive branch to levy additional tariffs of up to 50% on foreign nations deemed to discriminate against U.S. commerce.

White House officials noted that Section 338 addresses trade discrimination rather than national security or economic emergencies. The move comes months after prior global emergency tariffs faced legal challenges in domestic courts, signaling Washington’s pivot toward alternate statutory authorities to maintain import duties.

Senior administration officials briefed reporters that the measure directly responds to Canadian provincial bans on U.S. alcohol, restrictions on American vehicle exports, and import quota disparities affecting U.S. dairy and cheese producers relative to third-party trading partners.

“While the administration continues to secure reciprocal trade agreements globally, Canada retaliated against efforts to protect domestic industry,” U.S. Trade Representative Jamieson Greer stated.

USMCA Impact and Carve-Outs

Significantly, the newly ordered 50% duties will apply to designated items even if they otherwise comply with the United States-Mexico-Canada Agreement (USMCA).

However, the administration confirmed key targeted exemptions:

  • Energy products (including oil and natural gas)
  • Potash and critical minerals
  • Fish and seafood
  • Goods already governed by sector-specific duties (such as existing steel and aluminum tariffs)

Administration representatives emphasized that the tariffs do not stem from recent disputes concerning drifting Canadian wildfire smoke, noting that policy options regarding environmental spillover remain under separate review.

Canadian Response and Market Reaction

Following the White House announcement, the Canadian dollar experienced a sharp decline against the U.S. dollar, falling approximately 0.4% during evening trading.

Canadian Prime Minister Mark Carney issued a statement emphasizing that Canada’s earlier counter-duties had merely matched previous U.S. trade actions. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens,” Carney stated, pointing to detailed proposals Ottawa submitted to modernize the USMCA framework.

Ontario Premier Doug Ford took a firmer stance, urging a “dollar-for-dollar” reciprocal response if the measures go into effect on August 19.

With a 30-day implementation window before the duties officially lock in, industry associations and trade groups on both sides of the border are calling for urgent bilateral negotiations to avert further supply chain disruption across North America.

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Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

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Transforming Compliance and Real-Time Financial Oversight

The traditional accounting paradigm—defined by periodic monthly closures and post-hoc annual audits—is rapidly giving way to continuous, automated financial oversight. As of July 2026, forward-thinking accounting practices and multinational corporate finance departments are leveraging continuous auditing systems powered by advanced machine learning models. These systems monitor operational transactions in real time, shifting audit methodologies from sample-based post-analysis to absolute, 100% transaction-level verification.

The operational advantages of continuous auditing are transformative. Standard auditing procedures historically relied on statistical sampling, which, despite rigorous methodology, inherently left gaps where anomalies or fraudulent transactions could go undetected for months. Modern continuous auditing platforms integrate directly with enterprise resource planning (ERP) databases, instantly cross-referencing purchase orders, invoices, bank feeds, and tax records. Any deviation from established control parameters or unusual transaction behavior triggers immediate flags for internal audit teams, dramatically reducing detection lag from quarters to seconds.

Beyond fraud prevention, continuous auditing fundamentally alters internal reporting and decision-making. Executive leadership no longer has to wait weeks after the close of a quarter to evaluate precise financial standing; real-time verified ledger data provides an uninterrupted view of operating margins, tax liabilities, and cash flow dynamics. This real-time visibility enables corporate controllers to adjust capital allocation strategies dynamically, mitigating liquidity constraints and capitalizing on emerging commercial opportunities far more efficiently than competitors bound to legacy reporting cycles.

However, implementing continuous auditing requires accounting professionals to acquire new analytical capabilities. The role of the auditor is evolving from manual data reconciliation toward system validation, algorithmic model governance, and strategic risk interpretation. Accounting firms and corporate finance departments must invest in continuous technical education, ensuring that audit staff possess the data engineering skills necessary to design, maintain, and evaluate complex automated compliance systems.

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