FINANCE LEADERSHIP

Compiled by Tamara Rebeira

LMD EXCLUSIVE

ADAPTING TO THE DIGITAL WORLD

John Graham assures that finance leaders are pivotal in piloting uncertainty

A core strength of finance leaders lies in applying critical and systems thinking. It is about taking data, interpreting it effectively and more importantly, identifying practical solutions.

Whether working within organisations or alongside governments, it is important to understand the challenges while remaining focussed on outcomes. Drawing on knowledge and expertise to present clear options and pathways is essential.

Finance leaders bring the vision, leadership and strategic thinking needed to navigate uncertainty, move organisations forward and ultimately reach a better place.

Q: AI and automation are reshaping finance. Which skills and capabilities will matter the most for finance professionals to stay relevant and add value?

A: The key themes are value and relevance.

Adding value must be central to everything finance professionals do, particularly through decision making and the support provided to organisations. They operate in a fast changing environment driven by technology and data – it’s about how that data is interpreted.

Being digitally savvy is essential.

While concerns persist about technology replacing jobs, history shows the opposite. From calculators to Excel, advancements have enhanced the role of accountants. While some tasks have evolved, the fundamentals – debits, credits and relevant legislation – remain vital.

Younger professionals are increasingly digitally capable and expected to use tools such as AI, which improve efficiency and productivity. Relevance therefore, depends on continuous professional development – learning never stops.

Trust, which is hard-earned and easily lost, is sustained through relevance and ongoing development.

Q: So what are the challenges facing the profession?

A: A key point is to remain relevant and much of this boils down to continuous professional development.

Trust is equally critical. We enjoy high levels of trust and must maintain it by staying at the forefront; supporting members, businesses, governments and other stakeholders.

We must also sustain a strong pipeline of young talent.

AI may be seen as a threat but for finance professionals, it is a tool that enhances the role and its impact. At its core, this is a profession built on adding value. In Sri Lanka, mobility is a key strength. Many begin their careers locally and go on to work internationally.

For young professionals, this global mobility and the potential for diverse career paths are highly appealing. This reflects the strength of the profession – highly transferable skills grounded in a strong understanding of business.

Q: Will automation and technology spell the end to accountants?

A: If you look back over time, there have always been moments when people said ‘that’s it – accountants are finished, it’s time to move to a new career.’ However, I believe we need to adopt a mindset that embraces change.

Rather than resisting it, we should be open to it, be digitally savvy and recognise that these developments make us better at what we do. They provide more powerful, faster and more insightful data to support decision making.

And that’s really the key: being an accountant who adds value to a business. It’s about how we use tools and techniques – whether it’s AI or broader digital advancements – to enhance our capabilities.

It comes down to mindset: embrace the change and challenge – and use it to move forward.

CIMA’S ROLE IN FINANCE LEADERSHIP

Q: How is Chartered Institute of Management Accountants (CIMA) supporting members in Sri Lanka adapt to changes and strengthen their leadership impact? Can you share a few local priorities or initiatives?

A: Rise2040 is one of our key initiatives. We provide a wide range of resources for students and members, alongside strong advocacy efforts.

Through CIMA, Chartered Global Management Accountant (CGMA®) and the American Institute of Certified Public Accountants (AICPA), we contribute to influencing policy at both global and local levels.

A recent discussion focussed on improving financial literacy; many people are still intimidated by finance, so it’s about how we communicate governance, ethics and professionalism in a way that builds trust.

Fundamentally, it’s about anticipating change and preparing our members.

Rise2040 supports this by working with futurists to identify hard trends we cannot influence and soft trends we can – such as improving digital literacy. It’s about engaging members, understanding challenges and identifying opportunities, and supporting them in navigating change.

We have also made our qualification and syllabus more dynamic with real-time updates through digital platforms. There is a strong focus on human and interpersonal skills, ensuring members can lead, communicate and work across generations.

Alongside technical expertise, we equip members to adapt and remain relevant. Our relationship with the AICPA further strengthens our global reach through the Association of International Certified Professional Accountants, representing members in over 90 countries.

The interviewee is the President of the Chartered Institute of Management Accountants and Co-chair of the Association of International Certified Professional Accountants.