What the “2026 Future of Professionals Report” says tax & audit firm leaders should be prioritizing now

2026-07-21 · Source: Thomson Reuters Institute · Field: Business & Management — Corporate Strategy & Leadership, Consulting & Professional Services · Depth: Intermediate, quick

Summary

Thomson Reuters' "2026 Future of Professionals Report" and its accompanying action paper reveal that tax & audit firm leaders face significant pressures from talent, clients, and financial performance due to accelerating AI adoption. The report highlights that 81% of professionals regularly use AI, and it has become a talent and client expectation, not a differentiator. Over one-quarter of professionals would reject a job at a firm lacking professional-grade AI, and nearly one-third would consider leaving if AI expectations are unmet within two years. The paper identifies three strategic AI adoption paths—elevate, scale, or reimagine—and four universal priorities for leaders: govern tools, clarify strategic direction, align AI with professional needs, and define early-career roles.

Key takeaway

For tax & audit firm leaders navigating increasing talent, client, and financial pressures, you must prioritize a deliberate AI strategy and robust governance. Actively define your firm's AI direction, establish clear policies for tool usage, and align AI deployment with your professionals' needs to retain top talent and meet evolving client expectations. Delaying these decisions carries significant risks to your firm's future success.

Key insights

AI is now a fundamental expectation for tax & audit firms, demanding deliberate strategy and robust governance.

Principles

• AI is a talent and client expectation, not a differentiator.
• Firms must actively define their AI direction rather than delay decisions.
• Successful AI adoption requires governance and people-focused leadership.

Method

Firms can integrate AI by choosing one of three paths: "elevate" for high-value advisory, "scale" for productivity and capacity, or "reimagine" to transform the business model.

In practice

• Establish clear AI governance, approving secure tools and providing usage guidance.
• Articulate the firm's AI ambitions internally and to clients.
• Engage teams to align AI deployment with their work fulfillment needs.

Topics

• Tax & Audit
• AI Strategy
• Talent Management
• Client Expectations
• AI Governance
• Professional Development

Best for: CTO, VP of Engineering/Data, Director of AI/ML, Executive, Consultant, Legal Professional

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Editorial summary, takeaway, and curation by AIssential. Original article published by Thomson Reuters Institute.