For decades, the relationship between CFOs and CIOs has been at the center of enterprise transformation discussions. These two critical roles, one rooted in financial stewardship, the other in technological innovation, have often found themselves out of sync, despite sharing responsibility for delivering business value.

Historically, debates have centered on budget control, ROI evaluation, and the pace of tech adoption, with CIOs pushing innovation and CFOs demanding clear metrics and cost discipline.

The 2025 KPMG CFO & CIO Collaboration Survey reveals that while collaboration between these roles has improved markedly, with 92% describing their relationship as collaborative, many of the same underlying tensions remain. As artificial intelligence, real-time data needs, and digital infrastructure continue to reshape the enterprise, the partnership between finance and technology leaders is being tested in new ways.

Why It Matters: The CFO and CIO relationship is no longer a back-office concern, rather it’s a front-line issue that shapes enterprise resilience, growth, and innovation. Misalignment between these leaders can slow transformation, misallocate resources, or dilute accountability. The KPMG survey provides a window into how these dynamics are evolving, and what must change for organizations to thrive in an AI-driven, data-centric world.

• Collaboration Is High, But Responsibility Sharing Remains Limited: Nearly all respondents recognize improved collaboration, yet traditional silos persist. Although 93% say AI integration has boosted interaction between CFOs and CIOs, only a minority feel this has translated into true shared responsibility, just 22% of CFOs and 33% of CIOs report overlapping roles. This suggests a surface-level alignment that still lacks the structural changes needed for deep integration.

• Divergent Views on ROI and Innovation Budget Levels Are Ongoing Challenges: CFOs and CIOs continue to struggle with differing expectations around investment value. While 49% of CIOs express frustration over how ROI is assessed, only 39% of CFOs see this as an issue, highlighting a disconnect in how tech value is measured. Similarly, 31% of CFOs say innovation budgets are excessive, while 29% of CIOs argue they’re not sufficient. This misalignment risks stalling innovation or overspending without strategic clarity.

• AI and Real-Time Reporting Are Driving Strategic Role Shifts: The integration of AI has pushed finance leaders closer to the center of tech strategy. Over half of CFOs (51%) report that AI has expanded their responsibility for data and analytics, compared to just 31% of CIOs. The demand for real-time financial insights is also prompting greater investments in analytics tools and infrastructure, increasingly blurring the boundaries between the finance and IT domains.

• Generative AI Is Forcing Deeper Strategic Alignment, Though Gaps Remain: Gen AI is fostering more joint initiatives and enhancing alignment on business goals, according to 39% of total respondents. However, a larger share of CIOs (41%) than CFOs (20%) say it has led to integrated planning and budgeting processes, suggesting that while AI is encouraging closer collaboration, perceptions of progress still differ depending on which side of the partnership you ask.

• Technology Budgets Are Growing, But Perceptions of Adequacy Vary Widely: With 63% of organizations dedicating more than 20% of their annual budgets to innovation and tech infrastructure, investment levels are clearly rising. Yet, CFOs and CIOs are still not fully aligned on whether these budgets are “right-sized.” CFOs more frequently believe the budgets are excessive (31%), while CIOs more often see them as insufficient (29%). This ongoing tension reinforces the need for clearer value frameworks and shared KPIs.

Go Deeper -> KPMG 2025 CFO & CIO Collaboration Survey – KPMG