CFOs

FTI Consulting has published an analysis on how technology transformations should be reflected in financial reporting, arguing that companies need to capture the real value behind their technology investments on their balance sheets. The piece addresses the challenge accountants and CFOs face in measuring intangible assets such as software, digital infrastructure and data initiatives, and how disclosures can better communicate the returns from large-scale tech spending to investors.

Finance industry commentary argues that artificial intelligence should be treated as a core operating capability rather than a side experiment. The piece, aimed at finance leaders, frames AI adoption as a way to improve efficiency and decision-making in financial operations. It adds to a growing stream of guidance urging CFOs and finance teams to embed AI into everyday workflows.

CFO.com has outlined five ways chief financial officers can take ownership of the financial dimensions of their companies' AI strategies. The guidance comes as AI spending grows across businesses and boards look to finance leaders to manage budgets, measure returns, and govern investment in AI tools. The piece positions CFOs as central decision-makers rather than passive funders of technology initiatives led elsewhere in the organisation.

Finance chiefs are being urged to treat loss prevention as a margin lever rather than a pure cost center. The argument, put forward in a piece from The CFO, is that reducing shrinkage from theft, damage and administrative error can directly protect profitability at a time when retailers face squeezed margins. The idea positions loss prevention spending as an investment with measurable returns.