In most consumer cases, tech adoption is led by the young. From the latest social media platform to the newest gaming masterpiece, it often feels like the teens and twenties are quickest off the mark, while their parents watch warily from the sidelines. It would be natural, therefore, to expect to see the same thing in the business world, particularly when it comes to the paradigm-shifting possibilities of AI. Surely the digital natives will be the first into this artificial-intelligence playground, the first to embed AI in their day-to-day work?
Well – yes and no. Deloitte has reported that 62% of 16–34-year-olds have actively used AI, compared to only 14% of 55-75-year-olds. But that general trend isn’t necessarily reflected in all industries. Indeed, our latest research into the accounting industry shows a very different picture.
Rather than instinctively leaning away from AI, accountants aged 55 and over are actually adopting the latest technology faster than their younger colleagues. For example, just 16% of 18–24-year-olds are using AI for client insights and reporting, while among those aged 55+, it’s 50%. For compliance tasks, those figures shift to 39% versus 71% respectively.
Older accountants are using AI tools like workflow automation and compliance software more enthusiastically than juniors, driven by decades of experience with manual processes, looming talent shortages, and a strong incentive to boost productivity. Meanwhile, younger accountants are being held back from adopting AI because of limited exposure to advanced tools in junior roles and the associated gaps in training and access.
These findings open up a very different conversation about how we should be approaching tech adoption at work. Managers need to use these insights as a springboard to help their teams adopt AI more effectively and ease the workload across the board. The benefits of AI should not be felt only in senior positions – the possibilities associated with automating workflows, reducing repetitive, low-value work, and enabling more accurate predictive analytics are all crucial to improving performance and job satisfaction in entry-level roles, as well as at a leadership level.
Why is AI on the rise at the top?
Before we explore the changes that need to come, though, let’s consider that leadership level and the AI adoption we’re seeing. First, it’s important to note that senior leaders have decades of experience with manual processes – they’re know just how much time can be spent on repetitive administration, reporting, and compliance tasks. The ability to reallocate that valuable time towards more strategic work by bringing in AI may seem more readily appealing to people with that experience behind them.
It’s also likely they’re most keenly aware of looming talent shortages, both because they’ve seen entry-level applicant levels decrease over a number of years, and because they’re most likely to be in the meetings where the potential impact of recruitment challenges is discussed. Many are taking the initiative to future-proof by learning how to automate tasks, in recognition of the fact that their businesses may soon struggle to fill essential roles.
Finally, senior leaders have a strong incentive to boost productivity. In an increasingly challenging economic climate, companies need to make the very most of their resources, staff, and time. As AI becomes ever more accessible and user-friendly, it makes sense that senior staff would push for take-up.
What’s holding younger accountants back?
We also need to consider what’s driving the behaviour we’re seeing among those in their 20s and 30s. The positive picture of AI usage at senior levels could hide a troubling possibility: are older accountants embracing AI at a faster rate because firms are limiting its use among younger, less experienced professionals? There is a scenario in which concerns about AI’s reliability or predictability mean its use is restricted for staff that haven’t yet had time to fully prove themselves.
If so, there is a degree to which that caution is wise – you might not want to deploy a major new AI strategy completely into the hands of junior staff – but it risks becoming a major missed opportunity if taken too far. When the whole team is equipped to work more efficiently, across all levels, the business as a whole can only benefit.
Likewise, there’s a risk that these figures point towards gaps in training and access to AI upskilling. If accounting firms are to make the most of the opportunities presented by AI, they need to ensure training is provided right across the organisation, and junior staff can also tap into streamlined working practices.
Across the board, it seems these figures point to an encouraging picture: an accounting industry that’s making strides towards an AI-enabled future, driven by a leadership that’s open to the opportunities ahead. At the same time, it’s important not to underestimate the benefits of equipping younger staff to benefit – putting the whole organisation on an even footing gives the best chance of success.
