India’s CFOs are betting on AI, but only 8% see measurable value

Almost every finance leader in India is confident of delivering over the next 12 months, and 85% are more optimistic than they were six months ago. Yet only 8% report significant, measurable value from artificial intelligence, according to Grant Thornton Bharat’s first India Finance Leaders Barometer.

The India Finance Leaders Barometer 2026 is the first edition of a new survey series from Grant Thornton Bharat, drawing on the views of 149 CFOs and senior finance executives across industries and organisation sizes. The firm set out to capture the priorities and pressures shaping the finance function as its remit widens.

The headline findings point in two directions at once. On one reading, the mood is buoyant, with a large majority of respondents more optimistic than they were six months ago. But the same survey shows how narrow the foundations under that confidence still are: few teams have the technology in place, and fewer still have seen AI pay off.

Confidence and preparedness

Confidence is close to universal: 99% of finance leaders say they are confident in their ability to deliver over the next 12 months. Preparedness is another matter, with only 41.6% believing their teams are well prepared for the challenges ahead.

The priorities finance leaders set themselves reach well beyond the traditional remit. Strategic planning and decision support rank among the top three priorities for 62% of respondents, followed by business partnering at 52% – a sign that CFOs increasingly see themselves as shapers of strategy rather than keepers of the books.

The technology gap

The gap between ambition and readiness is starkest in technology. Only 14% of finance functions have what the firm describes as an advanced, integrated technology landscape – and just 8% have seen significant, measurable value from artificial intelligence.

Investment decisions show how finance intends to close that gap. Spending is shifting towards technology, AI and automation, and towards developing talent and sharpening forecasts, rather than broad-based expansion.

Building rather than buying talent

The talent answer is telling. Only 23% of finance leaders plan to invest more in recruitment, while 63% are more inclined to invest in upskilling. Faced with new demands, finance functions would rather retrain the teams they have than compete for scarce specialists.

“The conversation around the CFO’s role has evolved significantly over the last decade,” said Karan Marwah, Partner and CFO Advisory Leader at Grant Thornton Bharat. He added that organisations must reshape their finance structures so that CFOs can spend more time on decisions than on processes.

That changing role is visible in the boardroom. Finance leaders describe board discussions as constructive, but want a clearer mandate to challenge assumptions, shape decisions, and align leadership around strategic priorities.

The growth picture matches the caution. Organisations are favouring measured organic growth over aggressive expansion, with success increasingly dependent on balancing ambition with risk discipline, supported by stronger forecasting and consistent execution – delivering on the confidence, in other words, before betting bigger on it.