Christian Gralingen’s research explores why artificial intelligence (AI) has not fundamentally transformed finance functions despite high expectations. Through multiyear action design research and extensive interviews with CFOs and senior finance professionals, the study reveals that the pace of AI adoption is hindered less by technology and more by the leadership practices within finance teams. AI promises enhanced forecasting, shorter closing cycles, and better risk management, yet many initiatives stall due to leadership dynamics that favor traditional control over experimentation and adaptive thinking.
Finance operates under a paradox: it must maintain reliability and control while simultaneously embracing curiosity and adaptability. AI can enable finance teams to detect early signals and experiment with new approaches, but success depends on leadership that encourages vigilance, routine experimentation, strategic scenario planning, and the sharing of innovative practices.
Examples from real companies show how shared responsibility for noticing change, legitimizing small-scale trials, framing future uncertainties through scenarios, and fostering the spread of useful innovations can help AI become integrated into finance routines. The CFO’s role is crucial in setting a tone that values learning and permits experimentation, which ultimately shapes whether AI remains a promising tool or becomes a transformative asset.
The research calls for a shift in leadership — from a top-down command model to one embracing shared leadership in everyday finance work — to fully realize AI’s potential. Questions for CFOs include who feels empowered to spot emerging trends, how safe experimentation is encouraged, and how local innovations become widely adopted. Without these shifts, AI risks remaining on the periphery instead of driving meaningful change in corporate finance.
