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South African businesses are not short on AI ambition but many are struggling to move from conversation to execution, or from proof of concept into production. While CIOs increasingly understand the potential of artificial intelligence, CFOs are often left unconvinced, unsure whether proposed solutions will deliver measurable value or simply add another line item to an already pressured budget.<\/p>\n
According to Dawood Patel, CEO of Helm, this disconnect between technology and finance leadership is one of the biggest blockers to meaningful AI adoption in South Africa. \u201cWe see a consistent pattern where CIOs are excited about what AI could do, while CFOs are understandably cautious about what it will actually deliver,\u201d says Patel. \u201cWhen those two perspectives don\u2019t align, AI initiatives stall, not because the technology isn\u2019t viable, but because trust hasn\u2019t been established.\u201d<\/p>\n
The challenge is amplified locally by what Patel describes as a \u201cperfect storm\u201d of conditions:<\/p>\n
\u201cThere\u2019s a lot of noise in the market,\u201d Patel explains. \u201cCFOs are being sold \u2018AI\u2019 that is often little more than rebranded predictive analytics. That makes them cautious and rightly so.\u201d<\/p>\n
The result is a growing disconnect: CIOs struggle to secure buy-in, while CFOs struggle to distinguish credible AI investments from hype.<\/p>\n
For CIOs, Patel says the challenge is less about technology and more about translation. \u201cCFOs don\u2019t approve algorithms, they approve outcomes,\u201d he says. \u201cIf the value isn\u2019t framed in commercial terms, the conversation is already lost.\u201d<\/p>\n
AI proposals should clearly link to outcomes such as:<\/p>\n
\u201cIf a CIO can\u2019t explain what decision improves or what cost disappears because of AI, the CFO can\u2019t justify the spend,\u201d Patel adds.<\/p>\n
Overselling AI readiness is one of the fastest ways to lose credibility. \u201cAI doesn\u2019t fix poor data or broken processes, it amplifies them,\u201d says Patel. \u201cCIOs need to be upfront about the foundational work required, even if it\u2019s uncomfortable.\u201d<\/p>\n
Rather than positioning AI as a large, transformational investment, Patel recommends phased delivery.<\/p>\n
\u201cStart small, prove value, then scale. CFOs are far more willing to fund something they can test and measure than something they\u2019re expected to believe in.\u201d<\/p>\n
Patel is equally clear that CFOs don\u2019t need to become technologists, but they do need sharper questions.<\/p>\n
\u201cOne of the most important questions a CFO can ask is whether the solution genuinely learns or adapts over time,\u201d Patel says. \u201cIf it doesn\u2019t, it may still be valuable but it shouldn\u2019t be sold as AI.\u201d<\/p>\n
AI should enable better or faster decisions, not just prettier dashboards. \u201cIf the output doesn\u2019t change behaviour or decision-making, the ROI will always be questionable,\u201d Patel notes.<\/p>\n
\u201cData quality is one of the biggest hidden risks in AI,\u201d he says. \u201cCFOs should be asking where the data comes from, how reliable it is, and who owns its quality.\u201d<\/p>\n
Clear checkpoints matter. \u201cAI shouldn\u2019t be an open-ended experiment,\u201d Patel explains. \u201cThere need to be defined milestones where the business can say: this is working, this needs adjustment, or this stops.\u201d<\/p>\n
In the short term, alignment between the CIO and CFO enables organisations to cut through market noise and avoid hype-driven investments. Instead of chasing ambitious, poorly defined initiatives, businesses can focus on targeted, low-risk use cases that demonstrate measurable value early on. This builds internal confidence, establishes credibility across leadership teams, and creates a more disciplined approach to AI investment.<\/p>\n
Over the longer term, that same alignment lays the groundwork for stronger data foundations and more confident digital investment decisions. As trust develops between technology and finance functions, AI can move beyond isolated experiments and become embedded as a core business capability supporting smarter decision-making, operational resilience and sustained competitive advantage.<\/p>\n
\u201cWhen CIOs and CFOs are aligned, AI stops being a debate about technology and becomes a discussion about competitive advantage,\u201d Patel says.<\/p>\n
AI adoption doesn\u2019t fail because of a lack of tools, it fails because of a lack of shared understanding. \u201cWhen CFOs have the right questions and CIOs provide the right context, trust follows,\u201d Patel concludes. \u201cThat\u2019s when AI solutions get approved, implemented and paid for with confidence.\u201d<\/p>\n
For more information on Helm and the services it offers, please visit www.helm.africa or book a meeting by clicking here.<\/p>\n<\/div>\n
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