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Table of Contents<\/p>\nToggle<\/span><\/path><\/svg><\/svg><\/span><\/span><\/span><\/a><\/span><\/div>\nWhat the Survey \/ Research Actually Shows \u2014 Key Findings<\/a><\/li>Why This Tech Overload Is Harming Productivity (Based on Survey Insights)<\/a><\/li>Comments from Experts & Industry Players<\/a><\/li>Implications & Why It Matters<\/a><\/li><\/ul><\/li>Case studies<\/a>Case study A \u2014 SEI \/ FoxRed Insight: Relationship managers spending time on low-value work<\/a><\/li>Case study B \u2014 Platform fragmentation at adviser firms (Investment Trends)<\/a><\/li>Case study C \u2014 AI pilots that didn\u2019t deliver (composite, based on Natixis\/Wipfli findings)<\/a><\/li>Case study D \u2014 Back-office automation mismatch<\/a><\/li>Case study E \u2014 Small wealth manager: too many point solutions<\/a><\/li>Case study F \u2014 Logistics of hybrid working and tool proliferation<\/a><\/li><\/ul><\/li>Key comments from experts (summarised)<\/a><\/li>Why tech overload reduces productivity \u2014 short list<\/a><\/li>Practical fixes firms are using (quick playbook)<\/a><\/li><\/ul><\/nav><\/div>\n<\/span>What the Survey \/ Research Actually Shows \u2014 Key Findings<\/span><\/h2>\n\nSEI \/ FoxRed Insight Research on Productivity<\/strong>\n\nA study by SEI<\/strong>, in partnership with FoxRed Insight and Solve Partners, examined productivity across front, middle, and back offices of UK wealth managers. (SEI<\/a>)<\/li>\nTheir finding: relationship managers<\/em> (i.e., the front-office team that most interacts with clients) spend only ~43%<\/strong> of their time on \u201cvalue-add tasks.\u201d These tasks include client-facing work, business development, or investing. (SEI<\/a>)<\/li>\nThe survey identified major productivity barriers:\n\nComplexity of operations (products, services) (SEI<\/a>)<\/li>\nPoor communication and lack of consistent processes (SEI<\/a>)<\/li>\nCompliance burdens (SEI<\/a>)<\/li>\nEffective technology implementation<\/strong> was explicitly called out: many firms struggle to make their tech stack work efficiently. (SEI<\/a>)<\/li>\nUnreliable or messy data was also a big drag. (SEI<\/a>)<\/li>\n<\/ul>\n<\/li>\nImportantly, SEI\u2019s report claims that very few firms<\/strong> have formal productivity metrics tracked and reported at the board or executive level. (SEI<\/a>)<\/li>\nComment from the research side<\/strong>: Gilly Green (from FoxRed Insight) said that improving productivity is crucial<\/em> for both client satisfaction and profitability, but existing organizational and cultural issues are holding firms back. (SEI<\/a>)<\/li>\n<\/ul>\n<\/li>\nAdviser Technology Report \u2014 Integration Problems<\/strong>\n\nThe 2025 UK Adviser Technology & Business Report<\/strong> (by Investment Trends) found that a major pain point is system integration<\/strong>.<\/li>\nSpecifically:\n\n50% of financial advisers said \u201cseamless integration\u201d of their tech tools is a priority.<\/li>\n41% are looking for AI-based tools<\/strong> to improve efficiency.<\/li>\nWhen selecting platforms, advisers prioritized: strong online functionality (58%), streamlined admin (47%), and reducing paperwork (32%).<\/li>\n<\/ul>\n<\/li>\nThe report warns that just consolidating platforms doesn\u2019t necessarily simplify workflows. Even though advisers are reducing how many platforms they actively use<\/em>, they still end up with \u201cleaner but not necessarily simpler\u201d tech stacks.<\/li>\nOne key insight: technology providers should not just build more tools \u2014 they need to build tools that talk to each other<\/strong>.<\/li>\n<\/ul>\n<\/li>\nWealth Management Industry Survey \u2014 Mixed Feelings on AI<\/strong>\n\nAccording to the 2025 Wealth Industry Survey<\/strong> by Natixis IM:\n\n77% of wealth managers believe AI can help their firms integrate a wider array of services<\/em>. (im.natixis.com<\/a>)<\/li>\nBut 52%<\/strong> also worry that AI will help robo-advice become a real competitive threat<\/strong>. (im.natixis.com<\/a>)<\/li>\n<\/ul>\n<\/li>\nIn their more detailed results:\n\nMany firms are still in the early stages of AI adoption. For example, while 86% are applying AI for office productivity<\/em>, only a small fraction<\/strong> say it\u2019s fully integrated yet. (cdn.e-fundresearch.com<\/a>)<\/li>\nOnly 12%<\/strong> of firms report full integration of AI for client-facing chatbots or similar tools. (cdn.e-fundresearch.com<\/a>)<\/li>\n<\/ul>\n<\/li>\nAccording to Natixis: AI has \u201chuge potential,\u201d but implementation challenges<\/strong> (culture, data, integration) are real. (im.natixis.com<\/a>)<\/li>\n<\/ul>\n<\/li>\nOther Industry Concerns<\/strong>\n\nAccording to a Wipfli<\/strong> report on wealth management:\n\nOver 50% of respondents said tools like automation and AI are \u201chaving a large impact\u201d on their business. (Wipfli<\/a>)<\/li>\nHowever, \u201cimplementing the right technology tools\u201d was one of the top three concerns (52%), along with cybersecurity<\/strong> and AI readiness<\/strong> (both around 51\u201356%). (Wipfli<\/a>)<\/li>\n<\/ul>\n<\/li>\nThis aligns with the idea that while technology promises big gains, overload or mis-deployment<\/strong> is making it harder to realize them.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n\n<\/span>Why This Tech Overload Is Harming<\/em> Productivity (Based on Survey Insights)<\/span><\/h2>\n\nComplex Tech + Poor Integration<\/strong>: Many wealth firms use a variety of tools<\/strong>, but these don\u2019t always integrate well, creating friction. Systems that don\u2019t speak to each other slow people down, increase admin, and cause duplication of work.<\/li>\nTime Lost to Non\u2013Value-Add Work<\/strong>: Because of poor implementation, relationship managers end up spending a large portion of their time on administrative or low-value tasks\u2014not on clients or strategic activities.<\/li>\nSlow AI Adoption<\/strong>: Even though many firms see AI as a future growth lever, most are only just starting to adopt it<\/em>. Full integration is rare, which limits the gains they can get now.<\/li>\nCultural \/ Change Management Lag<\/strong>: The research implies that firms may lack strong change management around tech adoption. Without clear leadership, productivity programs fail to stick. (This is consistent with broader financial sector research: legacy systems + lack of coordinated strategy hurt productivity.)<\/li>\nFear of Disruption<\/strong>: Some wealth managers worry that AI could disrupt their business (especially those who rely on high-touch advice). This caution might slow adoption and reduce the potential uplift AI could bring.<\/li>\n<\/ul>\n\n<\/span>Comments from Experts & Industry Players<\/span><\/h2>\n\nGilly Green (FoxRed Insight)<\/strong>: Emphasizes that improving productivity is not just a technology problem<\/em>, but also a cultural one: \u201cwhile senior leaders often cite productivity as a top priority \u2026 the research shows critical areas where change is needed.\u201d (SEI<\/a>)<\/li>\nC\u00e9cile Mariani (Natixis IM)<\/strong>: She points out that while AI is widely seen as transformational, wealth managers must navigate its \u201cdouble-edged\u201d nature: growth potential vs competitive threat<\/em>.<\/li>\nWealth Management Executives (Wipfli data)<\/strong>: Many are concerned not just about adopting tech, but about selecting the right tools sustainably<\/em>. (Wipfli<\/a>)<\/li>\n<\/ul>\n\n<\/span>Implications & Why It Matters<\/span><\/h2>\n\nClient Experience Risk<\/strong>: If relationship managers (front-line advisers) are bogged down with low-value tasks, clients may not get the attention or advice they expect. This could damage client satisfaction and loyalty.<\/li>\nProfitability Pressure<\/strong>: Low productivity for expensive front-office staff puts a strain on margins, especially in a business where client relationships and trust are key.<\/li>\nTech Investment ROI<\/strong>: Firms are investing in tech and AI, but if adoption is poor or integration fails, they may not get the ROI they expect. That could slow future innovation.<\/li>\nNeed for Strategic Change<\/strong>: Firms may need to rethink how they manage change \u2014 including how they train staff, deploy tools, and measure productivity. Productivity metrics should go beyond \u201cjust having tools\u201d and focus on outcomes.<\/li>\nCompetitive Risk<\/strong>: Wealth management firms that do<\/em> use tech effectively could outcompete those that don\u2019t. But there\u2019s also risk: if AI-enabled robo-advice becomes more prevalent, traditional wealth managers may feel threatened.<\/li>\nNice \u2014 here are clear, concrete case studies<\/strong> (real and composite) and expert comments<\/strong> that explain how tech overload is hurting productivity in UK wealth management firms \u2014 plus quick, practical takeaways firms are using to fix the problem.\n\n<\/span>Case studies<\/span><\/h1>\n<\/span>Case study A \u2014 SEI \/ FoxRed Insight: Relationship managers spending time on low-value work<\/strong><\/span><\/h2>\nSource summary:<\/strong> SEI\/FoxRed research found UK relationship managers spend only ~43%<\/strong> of their time on value-add activities (client meetings, advice, business development).\nProblem:<\/strong> Complex, poorly integrated tech means RMs repeatedly re-key data, chase internal approvals, and spend hours on admin.\nImpact:<\/strong> Lower client capacity per adviser, slower response times, and reduced revenue-per-adviser.\nComment (from research):<\/strong> Gilly Green (FoxRed) \u2014 productivity isn\u2019t just tech; it\u2019s organisation and culture too.<\/em><\/p>\n\n<\/span>Case study B \u2014 Platform fragmentation at adviser firms (Investment Trends)<\/strong><\/span><\/h2>\nSource summary:<\/strong> Investment Trends found advisers want seamless integration \u2014 many still juggle multiple platforms.\nProblem:<\/strong> Firms reduced number of tools but ended up with a \u201cleaner but still messy\u201d stack: CRM, portfolio platform, risk tool, client portal, compliance app \u2014 none fully speaking to each other.\nImpact:<\/strong> Workflows take longer, onboarding clients drags, compliance checks clog the process.\nTypical fix tried:<\/strong> Middleware and APIs \u2014 but without business-process redesign, integration projects simply added another layer of complexity.<\/p>\n\n<\/span>Case study C \u2014 AI pilots that didn\u2019t deliver (composite, based on Natixis\/Wipfli findings)<\/strong><\/span><\/h2>\nScenario:<\/strong> A mid-sized wealth firm ran an AI pilot to auto-summarise client notes and draft investment updates.\nProblem:<\/strong> Data quality was poor, models trained on inconsistent notes produced incorrect summaries; compliance flagged errors; RMs spent extra time editing AI outputs.\nImpact:<\/strong> The pilot created more work (validation, correction) rather than saving time.\nExpert note (Natixis style):<\/strong> Many firms see AI\u2019s potential but implementation, governance and data readiness<\/strong> remain the stumbling blocks.<\/p>\n\n<\/span>Case study D \u2014 Back-office automation mismatch<\/strong><\/span><\/h2>\nScenario:<\/strong> A firm invested in a straight-through processing (STP) tool for settlements but left legacy reconciliation systems in place.\nProblem:<\/strong> The STP handled many trades but exceptions ballooned because old systems still required manual fixes. Staff needed specialist knowledge to bridge old\/new systems.\nImpact:<\/strong> Expected headcount reductions didn\u2019t materialise; instead, staff shifted into exception-handling roles \u2014 morale fell and productivity gains were lost.\nLesson:<\/strong> Automation without end-to-end process redesign often transfers, not eliminates, work.<\/p>\n\n<\/span>Case study E \u2014 Small wealth manager: too many point solutions<\/strong><\/span><\/h2>\nScenario:<\/strong> A boutique firm bought best-of-breed apps for CRM, compliance scanning, e-signatures, client portals and portfolio reporting over three years.\nProblem:<\/strong> No one owned the integration roadmap. Staff used different logins, duplicated tasks and had unclear SOPs. New joiners found the tech a barrier, not a help.\nImpact:<\/strong> Higher training time, slow client service.\nFix that worked:<\/strong> App rationalisation, single-sign-on (SSO), and a single Operations Lead who owned the tech-to-process mapping.<\/p>\n\n<\/span>Case study F \u2014 Logistics of hybrid working and tool proliferation<\/strong><\/span><\/h2>\nScenario:<\/strong> Firm moved to hybrid working and adopted multiple collaboration tools (chat, task boards, video, file-sharing).\nProblem:<\/strong> Notifications everywhere, poor governance on which tools to use for what, and information siloing.\nImpact:<\/strong> Time lost switching context, missed client follow-ups, reduced deep-work time for investment research.\nEffective remedy:<\/strong> A \u201ctools playbook\u201d: explicit rules for which tool to use for which task + notification hygiene.<\/p>\n\n<\/span>Key comments from experts (summarised)<\/span><\/h1>\n\nGilly Green (FoxRed Insight):<\/strong> Productivity failures are as much about organisation and leadership<\/strong> as they are about tech. Senior teams must measure productivity and own improvement programmes.<\/li>\nC\u00e9cile Mariani \/ Natixis IM:<\/strong> AI is a huge opportunity but a double-edged sword<\/strong> \u2014 firms must manage competitive risk and get governance, data and change management right.<\/li>\nWipfli \/ industry analysts:<\/strong> The three biggest adjacent risks are cybersecurity<\/strong>,
Source summary:<\/strong> SEI\/FoxRed research found UK relationship managers spend only ~43%<\/strong> of their time on value-add activities (client meetings, advice, business development).\nProblem:<\/strong> Complex, poorly integrated tech means RMs repeatedly re-key data, chase internal approvals, and spend hours on admin.\nImpact:<\/strong> Lower client capacity per adviser, slower response times, and reduced revenue-per-adviser.\nComment (from research):<\/strong> Gilly Green (FoxRed) \u2014 productivity isn\u2019t just tech; it\u2019s organisation and culture too.<\/em><\/p>\n\n<\/span>Case study B \u2014 Platform fragmentation at adviser firms (Investment Trends)<\/strong><\/span><\/h2>\nSource summary:<\/strong> Investment Trends found advisers want seamless integration \u2014 many still juggle multiple platforms.\nProblem:<\/strong> Firms reduced number of tools but ended up with a \u201cleaner but still messy\u201d stack: CRM, portfolio platform, risk tool, client portal, compliance app \u2014 none fully speaking to each other.\nImpact:<\/strong> Workflows take longer, onboarding clients drags, compliance checks clog the process.\nTypical fix tried:<\/strong> Middleware and APIs \u2014 but without business-process redesign, integration projects simply added another layer of complexity.<\/p>\n\n<\/span>Case study C \u2014 AI pilots that didn\u2019t deliver (composite, based on Natixis\/Wipfli findings)<\/strong><\/span><\/h2>\nScenario:<\/strong> A mid-sized wealth firm ran an AI pilot to auto-summarise client notes and draft investment updates.\nProblem:<\/strong> Data quality was poor, models trained on inconsistent notes produced incorrect summaries; compliance flagged errors; RMs spent extra time editing AI outputs.\nImpact:<\/strong> The pilot created more work (validation, correction) rather than saving time.\nExpert note (Natixis style):<\/strong> Many firms see AI\u2019s potential but implementation, governance and data readiness<\/strong> remain the stumbling blocks.<\/p>\n\n<\/span>Case study D \u2014 Back-office automation mismatch<\/strong><\/span><\/h2>\nScenario:<\/strong> A firm invested in a straight-through processing (STP) tool for settlements but left legacy reconciliation systems in place.\nProblem:<\/strong> The STP handled many trades but exceptions ballooned because old systems still required manual fixes. Staff needed specialist knowledge to bridge old\/new systems.\nImpact:<\/strong> Expected headcount reductions didn\u2019t materialise; instead, staff shifted into exception-handling roles \u2014 morale fell and productivity gains were lost.\nLesson:<\/strong> Automation without end-to-end process redesign often transfers, not eliminates, work.<\/p>\n\n<\/span>Case study E \u2014 Small wealth manager: too many point solutions<\/strong><\/span><\/h2>\nScenario:<\/strong> A boutique firm bought best-of-breed apps for CRM, compliance scanning, e-signatures, client portals and portfolio reporting over three years.\nProblem:<\/strong> No one owned the integration roadmap. Staff used different logins, duplicated tasks and had unclear SOPs. New joiners found the tech a barrier, not a help.\nImpact:<\/strong> Higher training time, slow client service.\nFix that worked:<\/strong> App rationalisation, single-sign-on (SSO), and a single Operations Lead who owned the tech-to-process mapping.<\/p>\n\n<\/span>Case study F \u2014 Logistics of hybrid working and tool proliferation<\/strong><\/span><\/h2>\nScenario:<\/strong> Firm moved to hybrid working and adopted multiple collaboration tools (chat, task boards, video, file-sharing).\nProblem:<\/strong> Notifications everywhere, poor governance on which tools to use for what, and information siloing.\nImpact:<\/strong> Time lost switching context, missed client follow-ups, reduced deep-work time for investment research.\nEffective remedy:<\/strong> A \u201ctools playbook\u201d: explicit rules for which tool to use for which task + notification hygiene.<\/p>\n\n<\/span>Key comments from experts (summarised)<\/span><\/h1>\n\nGilly Green (FoxRed Insight):<\/strong> Productivity failures are as much about organisation and leadership<\/strong> as they are about tech. Senior teams must measure productivity and own improvement programmes.<\/li>\nC\u00e9cile Mariani \/ Natixis IM:<\/strong> AI is a huge opportunity but a double-edged sword<\/strong> \u2014 firms must manage competitive risk and get governance, data and change management right.<\/li>\nWipfli \/ industry analysts:<\/strong> The three biggest adjacent risks are cybersecurity<\/strong>,
Source summary:<\/strong> Investment Trends found advisers want seamless integration \u2014 many still juggle multiple platforms.\nProblem:<\/strong> Firms reduced number of tools but ended up with a \u201cleaner but still messy\u201d stack: CRM, portfolio platform, risk tool, client portal, compliance app \u2014 none fully speaking to each other.\nImpact:<\/strong> Workflows take longer, onboarding clients drags, compliance checks clog the process.\nTypical fix tried:<\/strong> Middleware and APIs \u2014 but without business-process redesign, integration projects simply added another layer of complexity.<\/p>\n\n<\/span>Case study C \u2014 AI pilots that didn\u2019t deliver (composite, based on Natixis\/Wipfli findings)<\/strong><\/span><\/h2>\nScenario:<\/strong> A mid-sized wealth firm ran an AI pilot to auto-summarise client notes and draft investment updates.\nProblem:<\/strong> Data quality was poor, models trained on inconsistent notes produced incorrect summaries; compliance flagged errors; RMs spent extra time editing AI outputs.\nImpact:<\/strong> The pilot created more work (validation, correction) rather than saving time.\nExpert note (Natixis style):<\/strong> Many firms see AI\u2019s potential but implementation, governance and data readiness<\/strong> remain the stumbling blocks.<\/p>\n\n<\/span>Case study D \u2014 Back-office automation mismatch<\/strong><\/span><\/h2>\nScenario:<\/strong> A firm invested in a straight-through processing (STP) tool for settlements but left legacy reconciliation systems in place.\nProblem:<\/strong> The STP handled many trades but exceptions ballooned because old systems still required manual fixes. Staff needed specialist knowledge to bridge old\/new systems.\nImpact:<\/strong> Expected headcount reductions didn\u2019t materialise; instead, staff shifted into exception-handling roles \u2014 morale fell and productivity gains were lost.\nLesson:<\/strong> Automation without end-to-end process redesign often transfers, not eliminates, work.<\/p>\n\n<\/span>Case study E \u2014 Small wealth manager: too many point solutions<\/strong><\/span><\/h2>\nScenario:<\/strong> A boutique firm bought best-of-breed apps for CRM, compliance scanning, e-signatures, client portals and portfolio reporting over three years.\nProblem:<\/strong> No one owned the integration roadmap. Staff used different logins, duplicated tasks and had unclear SOPs. New joiners found the tech a barrier, not a help.\nImpact:<\/strong> Higher training time, slow client service.\nFix that worked:<\/strong> App rationalisation, single-sign-on (SSO), and a single Operations Lead who owned the tech-to-process mapping.<\/p>\n\n<\/span>Case study F \u2014 Logistics of hybrid working and tool proliferation<\/strong><\/span><\/h2>\nScenario:<\/strong> Firm moved to hybrid working and adopted multiple collaboration tools (chat, task boards, video, file-sharing).\nProblem:<\/strong> Notifications everywhere, poor governance on which tools to use for what, and information siloing.\nImpact:<\/strong> Time lost switching context, missed client follow-ups, reduced deep-work time for investment research.\nEffective remedy:<\/strong> A \u201ctools playbook\u201d: explicit rules for which tool to use for which task + notification hygiene.<\/p>\n\n<\/span>Key comments from experts (summarised)<\/span><\/h1>\n\nGilly Green (FoxRed Insight):<\/strong> Productivity failures are as much about organisation and leadership<\/strong> as they are about tech. Senior teams must measure productivity and own improvement programmes.<\/li>\nC\u00e9cile Mariani \/ Natixis IM:<\/strong> AI is a huge opportunity but a double-edged sword<\/strong> \u2014 firms must manage competitive risk and get governance, data and change management right.<\/li>\nWipfli \/ industry analysts:<\/strong> The three biggest adjacent risks are cybersecurity<\/strong>,
Scenario:<\/strong> A mid-sized wealth firm ran an AI pilot to auto-summarise client notes and draft investment updates.\nProblem:<\/strong> Data quality was poor, models trained on inconsistent notes produced incorrect summaries; compliance flagged errors; RMs spent extra time editing AI outputs.\nImpact:<\/strong> The pilot created more work (validation, correction) rather than saving time.\nExpert note (Natixis style):<\/strong> Many firms see AI\u2019s potential but implementation, governance and data readiness<\/strong> remain the stumbling blocks.<\/p>\n\n<\/span>Case study D \u2014 Back-office automation mismatch<\/strong><\/span><\/h2>\nScenario:<\/strong> A firm invested in a straight-through processing (STP) tool for settlements but left legacy reconciliation systems in place.\nProblem:<\/strong> The STP handled many trades but exceptions ballooned because old systems still required manual fixes. Staff needed specialist knowledge to bridge old\/new systems.\nImpact:<\/strong> Expected headcount reductions didn\u2019t materialise; instead, staff shifted into exception-handling roles \u2014 morale fell and productivity gains were lost.\nLesson:<\/strong> Automation without end-to-end process redesign often transfers, not eliminates, work.<\/p>\n\n<\/span>Case study E \u2014 Small wealth manager: too many point solutions<\/strong><\/span><\/h2>\nScenario:<\/strong> A boutique firm bought best-of-breed apps for CRM, compliance scanning, e-signatures, client portals and portfolio reporting over three years.\nProblem:<\/strong> No one owned the integration roadmap. Staff used different logins, duplicated tasks and had unclear SOPs. New joiners found the tech a barrier, not a help.\nImpact:<\/strong> Higher training time, slow client service.\nFix that worked:<\/strong> App rationalisation, single-sign-on (SSO), and a single Operations Lead who owned the tech-to-process mapping.<\/p>\n\n<\/span>Case study F \u2014 Logistics of hybrid working and tool proliferation<\/strong><\/span><\/h2>\nScenario:<\/strong> Firm moved to hybrid working and adopted multiple collaboration tools (chat, task boards, video, file-sharing).\nProblem:<\/strong> Notifications everywhere, poor governance on which tools to use for what, and information siloing.\nImpact:<\/strong> Time lost switching context, missed client follow-ups, reduced deep-work time for investment research.\nEffective remedy:<\/strong> A \u201ctools playbook\u201d: explicit rules for which tool to use for which task + notification hygiene.<\/p>\n\n<\/span>Key comments from experts (summarised)<\/span><\/h1>\n\nGilly Green (FoxRed Insight):<\/strong> Productivity failures are as much about organisation and leadership<\/strong> as they are about tech. Senior teams must measure productivity and own improvement programmes.<\/li>\nC\u00e9cile Mariani \/ Natixis IM:<\/strong> AI is a huge opportunity but a double-edged sword<\/strong> \u2014 firms must manage competitive risk and get governance, data and change management right.<\/li>\nWipfli \/ industry analysts:<\/strong> The three biggest adjacent risks are cybersecurity<\/strong>,
Scenario:<\/strong> A firm invested in a straight-through processing (STP) tool for settlements but left legacy reconciliation systems in place.\nProblem:<\/strong> The STP handled many trades but exceptions ballooned because old systems still required manual fixes. Staff needed specialist knowledge to bridge old\/new systems.\nImpact:<\/strong> Expected headcount reductions didn\u2019t materialise; instead, staff shifted into exception-handling roles \u2014 morale fell and productivity gains were lost.\nLesson:<\/strong> Automation without end-to-end process redesign often transfers, not eliminates, work.<\/p>\n\n<\/span>Case study E \u2014 Small wealth manager: too many point solutions<\/strong><\/span><\/h2>\nScenario:<\/strong> A boutique firm bought best-of-breed apps for CRM, compliance scanning, e-signatures, client portals and portfolio reporting over three years.\nProblem:<\/strong> No one owned the integration roadmap. Staff used different logins, duplicated tasks and had unclear SOPs. New joiners found the tech a barrier, not a help.\nImpact:<\/strong> Higher training time, slow client service.\nFix that worked:<\/strong> App rationalisation, single-sign-on (SSO), and a single Operations Lead who owned the tech-to-process mapping.<\/p>\n\n<\/span>Case study F \u2014 Logistics of hybrid working and tool proliferation<\/strong><\/span><\/h2>\nScenario:<\/strong> Firm moved to hybrid working and adopted multiple collaboration tools (chat, task boards, video, file-sharing).\nProblem:<\/strong> Notifications everywhere, poor governance on which tools to use for what, and information siloing.\nImpact:<\/strong> Time lost switching context, missed client follow-ups, reduced deep-work time for investment research.\nEffective remedy:<\/strong> A \u201ctools playbook\u201d: explicit rules for which tool to use for which task + notification hygiene.<\/p>\n\n<\/span>Key comments from experts (summarised)<\/span><\/h1>\n\nGilly Green (FoxRed Insight):<\/strong> Productivity failures are as much about organisation and leadership<\/strong> as they are about tech. Senior teams must measure productivity and own improvement programmes.<\/li>\nC\u00e9cile Mariani \/ Natixis IM:<\/strong> AI is a huge opportunity but a double-edged sword<\/strong> \u2014 firms must manage competitive risk and get governance, data and change management right.<\/li>\nWipfli \/ industry analysts:<\/strong> The three biggest adjacent risks are cybersecurity<\/strong>,
Scenario:<\/strong> A boutique firm bought best-of-breed apps for CRM, compliance scanning, e-signatures, client portals and portfolio reporting over three years.\nProblem:<\/strong> No one owned the integration roadmap. Staff used different logins, duplicated tasks and had unclear SOPs. New joiners found the tech a barrier, not a help.\nImpact:<\/strong> Higher training time, slow client service.\nFix that worked:<\/strong> App rationalisation, single-sign-on (SSO), and a single Operations Lead who owned the tech-to-process mapping.<\/p>\n\n<\/span>Case study F \u2014 Logistics of hybrid working and tool proliferation<\/strong><\/span><\/h2>\nScenario:<\/strong> Firm moved to hybrid working and adopted multiple collaboration tools (chat, task boards, video, file-sharing).\nProblem:<\/strong> Notifications everywhere, poor governance on which tools to use for what, and information siloing.\nImpact:<\/strong> Time lost switching context, missed client follow-ups, reduced deep-work time for investment research.\nEffective remedy:<\/strong> A \u201ctools playbook\u201d: explicit rules for which tool to use for which task + notification hygiene.<\/p>\n\n<\/span>Key comments from experts (summarised)<\/span><\/h1>\n\nGilly Green (FoxRed Insight):<\/strong> Productivity failures are as much about organisation and leadership<\/strong> as they are about tech. Senior teams must measure productivity and own improvement programmes.<\/li>\nC\u00e9cile Mariani \/ Natixis IM:<\/strong> AI is a huge opportunity but a double-edged sword<\/strong> \u2014 firms must manage competitive risk and get governance, data and change management right.<\/li>\nWipfli \/ industry analysts:<\/strong> The three biggest adjacent risks are cybersecurity<\/strong>,
Scenario:<\/strong> Firm moved to hybrid working and adopted multiple collaboration tools (chat, task boards, video, file-sharing).\nProblem:<\/strong> Notifications everywhere, poor governance on which tools to use for what, and information siloing.\nImpact:<\/strong> Time lost switching context, missed client follow-ups, reduced deep-work time for investment research.\nEffective remedy:<\/strong> A \u201ctools playbook\u201d: explicit rules for which tool to use for which task + notification hygiene.<\/p>\n\n<\/span>Key comments from experts (summarised)<\/span><\/h1>\n\nGilly Green (FoxRed Insight):<\/strong> Productivity failures are as much about organisation and leadership<\/strong> as they are about tech. Senior teams must measure productivity and own improvement programmes.<\/li>\nC\u00e9cile Mariani \/ Natixis IM:<\/strong> AI is a huge opportunity but a double-edged sword<\/strong> \u2014 firms must manage competitive risk and get governance, data and change management right.<\/li>\nWipfli \/ industry analysts:<\/strong> The three biggest adjacent risks are cybersecurity<\/strong>,