What the Data Is Telling Us About Finance in 2026
Our 2026 Finance and Accounting Market Insight and Salary Guide is out now, built on insight from more than 2,500 finance leaders and qualified professionals across Media, Retail, Consumer, Technology, Hospitality, Financial Services and Professional Services.
The finance profession has spent years talking about transformation. Better systems, richer insight, a more strategic seat at the table. This guide shows how far that conversation has actually travelled and where it’s stalled. The short version: ambition is high, execution is uneven, and the gap between the two is where the real story sits.
AI Adoption: Plenty of Conversation, Limited Change
AI adoption tells the story clearly.
45% of respondents say AI has had minimal impact on their function. There has been a lot of discussion, but relatively little change in day-to-day operations.
38% are in the early stages, experimenting with a handful of use cases. Only 12% report significant change.
When asked what is blocking progress, the answers are not about budgets or access to tools.
47% say their data is not clean or structured enough
42% lack the expertise to implement solutions
24% do not know where to start
The barrier is not technology. It is the ability to turn technology into something useful.
The Skills Shift Inside Finance
The skills picture reinforces the same story.
Business partnering and commercial acumen top demand at 56%, followed by critical thinking at 44% and systems expertise at 32%.
Traditional technical accounting skills rank far lower than almost every other capability.
When asked where teams would invest a single upskilling budget, half chose advanced data analytics and AI automation tools.
The direction of travel is clear. The finance function of the future is less about record keeping and more about interpretation, decision support and strategic guidance.
Talent Retention Remains a Structural Challenge
Talent and retention continue to be a persistent pressure across the profession.
83% of respondents say financial reward is a core career motivator.
81% cite growth opportunities.
But 82% believe people leave because career advancement does not exist within their organisation.
Other drivers include:
64% citing poor work-life balance
59% pointing to compensation dissatisfaction
The pattern is consistent. What motivates people to stay is exactly what drives them to leave when it disappears. Organisations that cannot articulate a clear path forward are losing people to those that can.
.Contents at a Glance:
The changing shape of finance and why technology and skills will define the next era
AI adoption: where teams really are versus where they think they are
The real barriers to automation
What finance leaders think the next three years will look like
The skills rebalancing: from record-keeping to decision-shaping
The debate: have technical skills declined or evolved?
Economic volatility, cost pressure and wage impact
Where finance leaders see the biggest opportunity in 2026
Job market outlook for 2026
Comprehensive UK salary data across all major finance disciplines
