Oct 14, 2026 · 8 min · 7 segments
What if one of AI's biggest business benefits isn't doing work faster, but helping executives see problems coming before they happen? From cybersecurity threats and financial anomalies to supply…
Artificial intelligence tools automate many tasks and speed up work that teams across your organization handle daily.
But are you also using it to better manage risks and thus take potential work, the kind that brings with it the sharpest headaches, off the table altogether? A recent study by consulting firm PwC on how companies are creating value from deploying AI showed that one-fifth of all firms are capturing about 75% of revenue and efficiency gains.
One of their edges, their leadership teams are up to two and a half times more likely to use AI for risk management, be it to bolster their cybersecurity, help their financial teams, or test their supply chains.
And they're more than twice as likely to say that doing so has reduced their exposure to risks.
Christopher Wright, the global CFO, solutions and business performance improvement leader at consulting firm Protivity, says the blocking and tackling advantages of AI when it comes to risk management are the same as those of the technology broadly.
It can run faster and cover more ground than individuals, including by generating synthetic data for finance teams to use in scenario planning.
It could automate processes and unearth anomalies humans might miss or would catch much later.
And it doesn't need to sleep.
On the flip side, deploying AI in risk management brings with it the same risks as AI tools deployed anywhere else.
A bot could go rogue, venture beyond its tasks, internally or externally, or share sensitive information.
Instead of monitoring risk, it could become one.
Crucial to avoiding such a nightmare scenario, said Wright, Having humans on the front end and the back end of the process and in between checking and controlling the work, and those that should contribute from many different divisions of the company, beyond finance.
Wright said it's a clear instance where having more upfront thinking by a larger group of people is better.
As crucial as great risk management is to organizations, their leaders can't fully automate the task.
Bringing AI to bear in finance and risk management is about enlarging the scope and depth of the work in that fuzzy area where reporting, forecasting, and scenario planning meet.
It's about adding analysis and walking through possible responses at scale that would be tricky to staff for and those whose costs would be difficult to justify.
This combination can better help companies see disruptions earlier, model effects on keynote, supplier, or input, and bring timely intelligence closer to the CEO and board.
Artificial intelligence tools automate many tasks and speed up work that teams across your organization handle daily.
But are you also using it to better manage risks and thus take potential work, the kind that brings with it the sharpest headaches, off the table altogether? A recent study by consulting firm PwC on how companies are creating value from deploying AI showed that one-fifth of all firms are capturing about 75% of revenue and efficiency gains.
One of their edges, their leadership teams are up to two and a half times more likely to use AI for risk management, be it to bolster their cybersecurity, help their financial teams, or test their supply chains.
And they're more than twice as likely to say that doing so has reduced their exposure to risks.
Christopher Wright, the global CFO, solutions and business performance improvement leader at consulting firm Protivity, says the blocking and tackling advantages of AI when it comes to risk management are the same as those of the technology broadly.
It can run faster and cover more ground than individuals, including by generating synthetic data for finance teams to use in scenario planning.
It could automate processes and unearth anomalies humans might miss or would catch much later.
And it doesn't need to sleep.
On the flip side, deploying AI in risk management brings with it the same risks as AI tools deployed anywhere else.
A bot could go rogue, venture beyond its tasks, internally or externally, or share sensitive information.
Instead of monitoring risk, it could become one.
Crucial to avoiding such a nightmare scenario, said Wright, Having humans on the front end and the back end of the process and in between checking and controlling the work, and those that should contribute from many different divisions of the company, beyond finance.
Wright said it's a clear instance where having more upfront thinking by a larger group of people is better.
As crucial as great risk management is to organizations, their leaders can't fully automate the task.
Bringing AI to bear in finance and risk management is about enlarging the scope and depth of the work in that fuzzy area where reporting, forecasting, and scenario planning meet.
It's about adding analysis and walking through possible responses at scale that would be tricky to staff for and those whose costs would be difficult to justify.
This combination can better help companies see disruptions earlier, model effects on keynote, supplier, or input, and bring timely intelligence closer to the CEO and board.
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