A professional services firm recognises the threats and opportunities arising from automation and AI for its industry. It realised that in order to stay relevant in that changing industry, it would have to undertake significant changes to its national education program to develop the advisor of the future. Driving this program, the firm experienced a number of challenges:
- Powerful leadership within dispersed reasons could not agree on a unified approach to and common principles for change.
- The leaders in the firm struggled with the concept of making decisions when there is no one, single answer to the future.
- Some of the leadership population had an incomplete knowledge of the challenges arising from AI and automation.
- A culture of scepticism and risk aversion slowed down making decisions and driving change.
- The dispersed nature of the firm created silos and inconsistency of approaches to change.