Abhii Parakh

I mean, of course, you know, you have the human factor when you introduce any new technology. It is very natural for people to feel all sorts of emotion with any new technology that's introduced. There's always this cycle that I have seen personally of, you know, first folks are going to be, and myself included, right?

I mean, of course, you know, you have the human factor when you introduce any new technology. It is very natural for people to feel all sorts of emotion with any new technology that's introduced. There's always this cycle that I have seen personally of, you know, first folks are going to be, and myself included, right?

I mean, of course, you know, you have the human factor when you introduce any new technology. It is very natural for people to feel all sorts of emotion with any new technology that's introduced. There's always this cycle that I have seen personally of, you know, first folks are going to be, and myself included, right?

You're going to be apathetic because you don't really understand the technology. You're going to have anxiety and fear. around using this technology and what it means for me and my job. And then there's curiosity. It's like, oh, this seems interesting. I want to learn more. Then you start engaging, the light bulbs go off, and then you get that adoption.

You're going to be apathetic because you don't really understand the technology. You're going to have anxiety and fear. around using this technology and what it means for me and my job. And then there's curiosity. It's like, oh, this seems interesting. I want to learn more. Then you start engaging, the light bulbs go off, and then you get that adoption.

You're going to be apathetic because you don't really understand the technology. You're going to have anxiety and fear. around using this technology and what it means for me and my job. And then there's curiosity. It's like, oh, this seems interesting. I want to learn more. Then you start engaging, the light bulbs go off, and then you get that adoption.

The trick is how quickly you can move folks from apathy and anxiety into adoption.

The trick is how quickly you can move folks from apathy and anxiety into adoption.

The trick is how quickly you can move folks from apathy and anxiety into adoption.

Right. And that's what I'm really proud about. Within Prudential, we've been able to do that. So a couple of things on that. So those were some of the challenges, but... Kudos to our company, kudos to sort of my colleagues and the team for embracing all of this so quickly. I would say, number one, From the top down, early on, there was a lot of curiosity, right?

Right. And that's what I'm really proud about. Within Prudential, we've been able to do that. So a couple of things on that. So those were some of the challenges, but... Kudos to our company, kudos to sort of my colleagues and the team for embracing all of this so quickly. I would say, number one, From the top down, early on, there was a lot of curiosity, right?

Right. And that's what I'm really proud about. Within Prudential, we've been able to do that. So a couple of things on that. So those were some of the challenges, but... Kudos to our company, kudos to sort of my colleagues and the team for embracing all of this so quickly. I would say, number one, From the top down, early on, there was a lot of curiosity, right?

And a lot of embrace of what this technology could do. So I think the faster you can move the higher ranks of the company from that apathy into curiosity, and our leadership was there. So kudos to the Prudential leadership for that curiosity, for that engagement. Second, I would say the way that we've done this is not through some, oh, this is the AI team.

And a lot of embrace of what this technology could do. So I think the faster you can move the higher ranks of the company from that apathy into curiosity, and our leadership was there. So kudos to the Prudential leadership for that curiosity, for that engagement. Second, I would say the way that we've done this is not through some, oh, this is the AI team.

And a lot of embrace of what this technology could do. So I think the faster you can move the higher ranks of the company from that apathy into curiosity, and our leadership was there. So kudos to the Prudential leadership for that curiosity, for that engagement. Second, I would say the way that we've done this is not through some, oh, this is the AI team.

This is going to be centrally managed, another governance, bureaucracy, none of that, right? This has been a very democratized process. Of course, you need some central controls. We are a regulated company. We care deeply about our customers' finances. So you have to be able to have all the right controls in place, the risk assessments and all of those things. But-

This is going to be centrally managed, another governance, bureaucracy, none of that, right? This has been a very democratized process. Of course, you need some central controls. We are a regulated company. We care deeply about our customers' finances. So you have to be able to have all the right controls in place, the risk assessments and all of those things. But-

This is going to be centrally managed, another governance, bureaucracy, none of that, right? This has been a very democratized process. Of course, you need some central controls. We are a regulated company. We care deeply about our customers' finances. So you have to be able to have all the right controls in place, the risk assessments and all of those things. But-

to be able to say to every function and team, go ahead, experiment, right? Try new things. Let's see what we find out. That has been, I think, such an unlock for Prudential and a good playbook for new technologies as they come out, because marketing to HR, to all different sort of functions have been able to experiment very quickly.

to be able to say to every function and team, go ahead, experiment, right? Try new things. Let's see what we find out. That has been, I think, such an unlock for Prudential and a good playbook for new technologies as they come out, because marketing to HR, to all different sort of functions have been able to experiment very quickly.