How TIAA’s Leadership Empowers Employees to Lead the AI Revolution

Alright, let’s dive into how TIAA Wealth Management’s leadership is actually turning the wheel on AI adoption by empowering their people. Because honestly, this seems a bit… counterintuitive, right? How many times have we seen companies throw tech at their teams without giving them a real say? Well, not TIAA. They are doing something different — and, surprisingly, it works.

Leadership and Cultural Shift

First off, I have to say that leadership at TIAA, especially Rashmi Badwe, gets it. They understand that AI isn’t just a tool to automate tasks; it’s a cultural shift. So, instead of just dictating what should be done, they involved employees in the creation and testing of AI solutions. Did you know that estate-planning attorneys, for example, are directly testing these new AI tools? That’s right. They’re not just users; they’re co-creators. And that makes a huge difference. Because when people feel they have a say, they buy into the process. It’s like when I tell my team, “Hey, your ideas matter,” and suddenly, they’re more invested. It’s basic human nature.

This approach — co-creation — is a big lever. Badwe emphasizes that their involvement has been instrumental in driving adoption.

And honestly, I think maybe it’s a better idea to make the team part of the solution rather than just the recipients. When employees help shape the AI, they’re not unfamiliar with it; they understand it. And that understanding breeds confidence. Confidence, in turn, drives adoption. It’s a simple formula, but how many companies forget that?

Upskilling and Continuous Learning

Then, there’s the matter of upskilling. TIAA has gone beyond traditional training. They established about nine “guilds,” informal networks where employees gather, learn, and experiment with AI. Think of it as a sort of internal think tank, a space for continuous learning. I’ve seen this work firsthand — when people are encouraged to play, they develop skills naturally. Besides, all companies try to take care of their team, but creating these guilds shows a real commitment to building capabilities. It’s a smart move because, as we all know, AI skills aren’t acquired overnight. They require ongoing engagement.

Key points:

• Formation of about nine guilds or informal learning networks
• Encourages experimentation and continuous development
• Supports long-term skill building in AI

Future-Oriented Skills and Hiring

But it doesn’t stop there. The leadership team is rethinking what skills are truly needed for the future. They’re prioritizing speed over structure, insight over titles, judgment over certainty — you know, the kind of mindset that says, “We’re in this for the long haul, so let’s be adaptable.” And they’re actively hiring and evaluating talent based on these future-oriented qualities. I think maybe it’s a better idea to look for people who see change as an opportunity rather than a threat. Because if they don’t, they’ll be left behind.

Practical AI Use Cases in Wealth Management

And let’s talk about the practical side of things — AI use cases in wealth management. AI tools are now summarizing content, generating insights, automating code, organizing knowledge, and even handling routine client inquiries through chatbots. This isn’t just about efficiency; it’s about freeing humans to focus on what they do best — building relationships, offering strategic advice, and making nuanced judgments. The automation of routine tasks reduces human error, which is crucial in finance, where even a small mistake can be costly.

By the way, they also say that AI investments in this sector are expected to reach $290 billion in 2025, up 35% from last year. That’s a lot of money, yes, but it’s also a clear sign that the industry is shifting gears. TIAA’s approach is a good example of how leadership can steer this transformation thoughtfully. They’re not just throwing tech at their people and hoping for the best; they’re involving, empowering, and preparing them for what’s next.

Creating a Culture of Innovation

Now, this is where I think things get interesting. Because leadership isn’t just about pushing down directives; it’s about creating an environment where the team feels capable and motivated to lead the change. That’s exactly what TIAA is doing. They’re building a culture where innovation and learning go hand in hand. And I think maybe it’s a better idea to keep this momentum going, because if more companies follow this path, we might see a real shift in how AI is integrated into everyday work.

So, what do you think? Can empowering employees truly accelerate AI adoption? Is this the kind of leadership that will set the tone for the future? I’d love to hear your take. Drop a comment, and let’s keep the conversation going — because, after all, it’s not just about the tech; it’s about the people behind it.

Cathy Reyes

CEO of The Dot Blog. I can bring a lot to the table about leadership and team management as a media network has a lot of this.
During my career I have spent most of my time working in teams and managing one, so I like to share with others how companies and leaders in the business world manage their teams and what are the strategies to be a good leader.