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Turning accountants into producers of technology capabilities

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Finance functions struggle to obtain enough digital talent to achieve their finance transformation goals. They won’t get there through hiring alone. To meet transformation objectives, nearly half of traditional finance roles must become digital finance roles: employees who can produce new finance technology capabilities by modifying, customizing and creating technology solutions.  

Finance functions are hoping digital transformation will help them to navigate heightened operating complexities, unfavorable labor market dynamics and the increasing embeddedness of technology. Yet to gain a full return on digital investments, finance must gain more productivity from its existing talent, with finance roles broadening to include more technology-related tasks alongside core finance responsibilities. 

However, most organizations have overfocused on developing employees’ ability to use existing technologies, while simultaneously underestimating the amount of new digital finance talent needed to reach transformation goals.   

Finance must secure “digital finance talent” rather than “core finance talent.”  

Digital finance talent vs. core finance talent comparison

To achieve this, finance leaders should consider the following strategy:  

Make finance employees producers of technology capabilities

To get finance employees to do more valuable technology work, finance leaders should focus on redesigning their core finance roles to incorporate technology capability production. By doing this, finance transformation leaders can intentionally embed technology work into employees’ roles and encourage them to shape technology processes to achieve specific outcomes relevant to their roles.  

A broad range of finance roles should undergo some form of role evolution in the coming years. In the meantime, however, most role evolutions will fall under two key areas within finance — accounting and analytics — as these are the most immediate applications for modern finance technology. Still, this overall shift applies to a much broader range of finance roles as organizations continue their transformation efforts and adopt advanced technologies. 

Evolve process-heavy roles into technology producers to drive deeper automation

Finance work necessitates a substantial portion of process-heavy and routine-based work that is time-intensive, prone to human error and repetitive in nature. Automating these process-heavy tasks will alleviate some of the embedded inefficiencies associated with core finance tasks. 

The ability to produce automation capabilities will free up capacity for more thought-based and analytical work, creating an advantage that can compound as employees make real-time adjustments to automated processes and tasks, and spot additional opportunities to automate. Accountants, with their manual, task-based and process-oriented work, are perfect candidates to automate and streamline their day-to-day processes.  

To begin evolving accountant roles into digital finance talent through automating tasks, finance leaders must look at changes to role responsibilities, day-to-day activities, performance measurement, experience and educational qualifications, and career pathing, such as supporting lateral moves into technology roles. These changes will help shape a culture where accountants feel emboldened to experiment with modern finance technology to drive better outcomes for the function. 

Some companies use a more structured, leadership-driven approach to turn accountants into technology producers, with formally defined test cases and guidance on available technology, dedicated training time, and peer learning groups. For example, a finance leader at a global insurance company helped launch a learning program for automating existing manual processes for a select few finance employees with digital interest. The mandate for this group was to learn about the new technologies and then develop and implement shorter-term, real-time solutions that would create efficiencies across existing accounting processes.  

Others develop accountants by using a combination of leadership- and employee-driven methods.  

For example, a financial and accounting analyst at a different insurance company built developer skills by participating in her organization’s enterprise citizen developer program. She leveraged a structured training course that allowed her to easily follow along and implement her learning alongside her daily work. But her success can primarily be attributed to her ability to identify her own digital opportunities, such as turning roadblocks in her daily responsibilities into impactful use cases for digital tools. This approach promotes autonomy and freedom to explore and increases capacity for quick wins to drive continued effort and motivation.  

Evolve analytical-heavy roles into technology producers to accelerate technology-enabled decision support

Finance transformation leaders are increasingly recognizing the potential of financial analysts to better drive business decisions through enhanced digital capabilities. By producing technology capabilities instead of just using them, financial analysts can fully explore their analytical curiosities while creating more differentiated, high-value analyses.  

The responsibility of the analyst role should evolve from having a finance-level lens, offering operational support for enterprise decision-making into having an enterprise-level lens offering strategic support for enterprise decision-making. Day-to-day this means moving away from relying solely on tools such as Excel, Power BI and Tableau to execute long range and scenario planning toward more data scientist-style work such as writing low-code to automate financial analysis and budget reports and creating artificial intelligence and machine learning models to transform planning and forecasting throughout the organization. 

To incentivize this, performance measurement for financial analysts should be focused toward improving the actionality, reliability and accuracy of insights given to the enterprise from finance and increasing the business’ reliance on analyst’s input. 

As finance functions become more complex, they must balance traditional responsibilities with the integration of new technologies. Repurposing core finance roles into digital finance talent who can actively contribute to technology development and implementation is a necessary step in getting the most of any finance transformation initiative while navigating such a challenging labor market for these digital skills. 

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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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