Abhii Parakh

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.

Third, I would say we are very fortunate that we already have set up a ventures team. So we have a team in Palo Alto that is very tech forward, always on the bleeding edge. And they have a whole ecosystem and partnerships with startups who are always on the, you know, sort of the next best thing.

Third, I would say we are very fortunate that we already have set up a ventures team. So we have a team in Palo Alto that is very tech forward, always on the bleeding edge. And they have a whole ecosystem and partnerships with startups who are always on the, you know, sort of the next best thing.

Third, I would say we are very fortunate that we already have set up a ventures team. So we have a team in Palo Alto that is very tech forward, always on the bleeding edge. And they have a whole ecosystem and partnerships with startups who are always on the, you know, sort of the next best thing.

So they've been able to bring into Prudential that external point of view and introduce us to a lot of startups as well. So there's been a lot of different things that have, I think, worked in that. And then I just from the human element, More of show and less of tell, right? In the show versus tell spectrum.

So they've been able to bring into Prudential that external point of view and introduce us to a lot of startups as well. So there's been a lot of different things that have, I think, worked in that. And then I just from the human element, More of show and less of tell, right? In the show versus tell spectrum.

So they've been able to bring into Prudential that external point of view and introduce us to a lot of startups as well. So there's been a lot of different things that have, I think, worked in that. And then I just from the human element, More of show and less of tell, right? In the show versus tell spectrum.

Once you put the tool in the hands of the people, you'll be amazed at all the different uses that folks will start coming up with. So when I talk to my people, I'm always asking, like, are you using AI? And they said, yes. And I said, what kind of tools are you using? And

Once you put the tool in the hands of the people, you'll be amazed at all the different uses that folks will start coming up with. So when I talk to my people, I'm always asking, like, are you using AI? And they said, yes. And I said, what kind of tools are you using? And

Once you put the tool in the hands of the people, you'll be amazed at all the different uses that folks will start coming up with. So when I talk to my people, I'm always asking, like, are you using AI? And they said, yes. And I said, what kind of tools are you using? And

I was amazed at what tools that we thought people would use AI for and actually the use cases have proliferated across the board.

I was amazed at what tools that we thought people would use AI for and actually the use cases have proliferated across the board.

I was amazed at what tools that we thought people would use AI for and actually the use cases have proliferated across the board.

I think that's a really good way to drive innovation through experimentation. However, we are running a business. I think use cases... forecasting what the sort of business case is for these technologies is really important. But what happens is you actually surpass that over time, right? Because now all these people are using it for all kinds of different things.

I think that's a really good way to drive innovation through experimentation. However, we are running a business. I think use cases... forecasting what the sort of business case is for these technologies is really important. But what happens is you actually surpass that over time, right? Because now all these people are using it for all kinds of different things.

I think that's a really good way to drive innovation through experimentation. However, we are running a business. I think use cases... forecasting what the sort of business case is for these technologies is really important. But what happens is you actually surpass that over time, right? Because now all these people are using it for all kinds of different things.

But when you start, you do need to be very clear on what primary use case you're trying to assess here and then see if that's working or not. But of course, we've been rewarded multifold by having this open and empowered approach.

But when you start, you do need to be very clear on what primary use case you're trying to assess here and then see if that's working or not. But of course, we've been rewarded multifold by having this open and empowered approach.

But when you start, you do need to be very clear on what primary use case you're trying to assess here and then see if that's working or not. But of course, we've been rewarded multifold by having this open and empowered approach.

Yeah, I mean, I would say in general, if we just take the broad view of experience, employee experience, customer experience, I don't think there's one area of the company that is untouched, right? From a use case perspective. Of course, some areas like marketing have been super early adopters. I think Gen AI lends itself really well to marketing, right?