AI Adoption: How on-going feedback moves you from risk aversion to real advantage
At The Harris Poll UK, a Stagwell company, we’re continually engaging with leaders and innovators across the financial services sector to understand how technology is transforming both opportunity and expectation.
Artificial intelligence is no longer a future concept — it’s already redefining how organisations operate, compete and deliver for their customers.
Caution has long been part of the Financial Services DNA — but in today’s landscape, risk aversion doesn’t prevent change; it only delays it, often creating bigger hurdles later. The challenge is not whether to embrace AI, but how to do so responsibly and effectively.
Facing Risk Aversion Head-On
Leaders at every level need to recognise that risk aversion doesn’t prevent change — it only slows it down, often creating bigger hurdles later. The way forward is to give teams full visibility into strategy and pilots, and to share outcomes openly: what worked, what didn’t and what was learned along the way.
At the recent Financial Services AI & Innovation Forum on 30 September, one theme came through loud and clear: the way forward is to give teams full visibility into strategy and pilots and to share outcomes openly. They need to know what worked, what didn’t and what was learned along the way.
Transparency builds trust, and trust unlocks engagement.
Empowering Employees to Experiment and Learn
Equally important is time. Employees need the space to experiment, learn and adapt. The real risk for teams isn’t AI replacing their jobs; it’s individuals being outpaced by peers who take the initiative to understand and apply AI in their work.
Financial services companies that create room for continuous learning will be the ones whose people thrive in this new environment — and whose customers reward them for it.
Our data consistently shows that employees who feel equipped, informed and involved are more likely to advocate for their company and deliver stronger customer experiences.
Listening to Employees
Dialogue with employees remains essential:
What excites them about AI — which of the problems they currently face could potentially be tackled with its help?
What concerns them about AI, and where are those concerns coming from — perception or experience?
What are they hearing first-hand from customers — both positive and negative?
What do they need from leadership that they aren’t getting today?
By surfacing these perspectives early and often, companies can adjust course in real time, ensuring AI adoption isn’t just a strategic initiative but a shared journey that progresses with everyone on board.
Listening to Customers
Equally important is gathering always-on customer feedback throughout this transformation. Organisations must understand:
Where are the most acute customer pain points, and can any of these be tackled through AI solutions?
Where are customers expecting to feel the benefits of AI-enabled improvements?
Has anything regressed, creating friction or dissatisfaction?
Are customers’ experiences being protected while internal processes evolve?
Are customers exposed to the “wins” when innovations deliver genuine value?
Customers are the ultimate test of whether AI adoption is succeeding. Their perspective provides an external reality check — ensuring internal efficiency gains translate into better, not worse, experiences externally.
Listening to the Market
Finally, companies must keep their ear to the broader market.
Our 2025 Customer Experience Index and Reputation Index rankings show a clear pattern: companies aren’t winning by moving the needle a fraction. Slightly faster or slightly smoother experiences aren’t enough. Winners are those whose innovation delivers tangible, emotional difference — where customers feel genuinely valued.
We see this in:
AO’s best-in-class delivery and aftercare, removing uncertainty and building trust.
P&O Cruises’ personalised experience app, tailoring holidays seamlessly.
giffgaff’s open, community-style customer dialogue, creating inclusion and empowerment.
These brands show that AI can do more than optimise processes—it can enable experiences that feel personal, effortless and human.
The Harris Poll UK’s Role
This is where we play a vital role. We help organisations build a complete feedback loop—connecting insights from employees, customers and the wider market.
That loop ensures AI is adopted in ways that resonate emotionally, differentiate competitively and deliver value that lasts.
AI adoption isn’t just a technological journey—it’s a reputational one. The companies that lead will be those that face risk aversion head-on, empower their people to grow and maintain open dialogue at every stage.
What does this mean for brands?
The opportunity is here and now.
Those who embrace transparency will earn trust.
Those who invest in learning will unlock engagement.
Those who listen continuously will innovate responsibly.
The financial services brands that act now—guided by insight, inclusion and integrity—will define what trusted AI leadership looks like for the next decade.
At The Harris Poll UK, we help organisations connect employee, customer, and market perspectives to drive trust, differentiation, and sustainable growth.
Through our Customer Experience Index and Corporate Reputation Index, we benchmark performance across industries, helping brands understand where they stand — and where they can lead.
Our research empowers leaders to make confident, forward-looking decisions that strengthen relationships, enhance reputation, and deliver measurable business impact.
Get in touch to learn how we can help your organisation turn insight into meaningful advantage.