NHS finance teams are facing mounting demand and capacity pressures: high transaction volumes, tight payment cycles, rising assurance expectations and an ongoing responsibility to support the productivity agenda and cost improvement programmes. This situation is compounded by emerging organisational and structural change, with teams pulled in multiple directions including supporting redundancy business cases, calculating stranded costs and, in some cases, trying to plan for their own headcount reductions.
When speaking with colleagues at a recent Healthcare Finance Management Association (HFMA) conference, it was clear that this rising level of demand is compromising their ability to adopt new ways of working. People are not resistant to AI, they are simply overwhelmed – lacking the time, headspace and understanding to think about business change. So, how can we overcome these barriers and help the NHS to adopt scalable solutions?
Despite clear benefits, the adoption of AI and automation in NHS finance remains limited. A recent survey we conducted revealed most colleagues believe less than 25% of their roles could be automated, with few seeing the potential for more than half. This perception is typical in organisations that have yet to showcase real, role-specific examples of automation. Awareness, not capability, is the main barrier; once staff witness automation handling familiar NHS tasks, perceptions shift rapidly.
This is why real-life examples are crucial. Invoice automation, for instance, strengthens controls and assurance while reducing turnaround times. AI-driven predictive analytics enable proactive financial planning by forecasting expenditure trends.
The key is to start small, targeting high-volume, rule-stable processes for rapid wins that build belief and momentum. Peer-led adoption models – where staff see successful examples from colleagues – are far more effective than top-down directives.
Taking the opportunity to shape understanding will also help build trust among staff and stakeholders. Within finance services, it is crucial people are able to trust the numbers – anything less than 100% accuracy simply isn't good enough. We need to be able to trust the technology is giving us the right answers. In our implementation of robotic process automation (RPA) solutions and intelligent automation, which combines RPA with AI, we are using lifecycle approaches that involve users at every stage to ensure models are not only fit for purpose but also have clear and transparent logic. As well as prioritising user involvement, health and care organisations must ensure automation aligns with information governance standards and ethical frameworks, implementing robust controls to protect sensitive financial and HR data. Confidence in automated workflows can be built by always maintaining human oversight – embedding review points and audit checks that not only prove accuracy but also strengthen internal controls.
Finance teams are shifting from transactional hubs to strategic partners, a transformation that can be accelerated by AI-driven tools that automate core processes. By streamlining routine tasks, the remaining work becomes more stimulating and rewarding, improving morale and reducing burnout. Working as part of a future-focused team with modern practices also helps attract and retain high-calibre finance professionals.
Finance professionals need to act as business partners, not just accountants, with information at their fingertips and the capacity to engage meaningfully.
This is critical in NHS trusts, where spending time with clinicians, understanding their business and seeing things from their perspective is essential. Individuals and teams can dedicate more time to analysis and insight that truly adds value and contribute to strategic decision-making.
The opportunities presented by AI and automation extend well beyond finance. Corporate services such as HR and procurement are ripe for transformation. GenAI-powered chatbots are already handling routine employee queries providing staff with instant, accurate responses and freeing up HR teams to focus on strategic workforce planning. In procurement, AI tools can analyse supplier performance, flag risks and optimise purchasing decisions. Combined with shared service models, these technologies deliver economies of scale across both integrated care systems and regions.
The challenge is not whether to adopt automation, but how quickly and effectively it can be scaled. Supporting finance teams in this transition is key to sustaining NHS corporate services.
