安永-在受监管行业中利用人工智能赋能下一代服务 Powering next-gen services with AI in regulated industries

Producedinassociationwith

EnteringtheeraofagenticAIwillshiftinvestmenttoagenticexperiences,butkeepinghumansatthecenterofthe

customerexperiencetransformationwillbecritical.

Poweringnext-genserviceswithAIinregulatedindustries

2MITTechnologyReviewInsights

B

usinessesinhighly-regulatedindustries

likefinancialservices,insurance,

pharmaceuticals,andhealthcareare

increasinglyturningtoAI-poweredtoolstostreamlinecomplexandsensitivetasks.

ConversationalAI-driveninterfacesarehelpinghospitalstotrackthelocationanddeliveryofapatient’stime-

sensitivecancerdrugs.GenerativeAIchatbotsare

helpinginsurancecustomersanswerquestionsandsolveproblems.AndagenticAIsystemsareemergingtosupportfinancialservicescustomersinmaking

complexfinancialplanningandbudgetingdecisions.

“Overthelast15yearsofdigitaltransformation,the

orientationinmanyregulatedsectorshasbeento

lookatdigitaltechnologiesasaplacetoprovidemore

cost-effectiveandmeaningfulcustomerexperience

anddivertcustomersfromhigher-cost,morecomplex

channelsofservice,”saysPeterNeufeld,wholeadstheEYStudio+digitalandcustomerexperiencecapabilityatEYforfinancialservicescompaniesintheUK,Europe,theMiddleEast,andAfrica.

Formany,the“lastmile”oftheend-to-endcustomer

journeycanpresentachallenge.Servicesatthisstageofteninvolvemuchmorecomplexinteractionsthantheusualapporself-serviceportalcanhandle.Thiscouldbedealingwithachallenginghealthdiagnosis,addressinglatemortgagepayments,applyingforgovernment

benefits,orunderstandingthelifestyleyoucanafford

inretirement.“Whenwegetintothesemorecomplex

serviceneeds,there’sarealbiastowardhuman

interaction,”saysNeufeld.“Wewanttospeakto

someone,wewanttounderstandwhetherwe’remakingagooddecision,orwemightwantalternativeviews

Methodology

MITTechnologyReviewInsightssurveyed250

executivesandbusinessleadersinregulatedindustriestoexplorehowAIisbeingusedtoimprovethecustomerexperience(CX).ThesurveywasconductedinFebruaryandMarchof2025andrespondentsrepresentarangeofglobalregulatedindustries,fromhealthcaretobanking.

andperspectives.”

Keytakeaways

1

AIforCXisalreadyubiquitousacross

regulatedindustries—andagenticAI

isontherise.Existingrigoringovernanceandcompliancecanhelpaccelerate

implementationandsupportinnovation.

2

Prioritizingprivacyandsecurity,integratingsystemsanddata,andbuildingtrustwithcustomerswillbeessentialforthecomingera,whereAIagentscouldhandlemore

complexorsensitivetaskswithouthumanintervention.

3

ButhumanswillstillbevitaltotheAI-

poweredCXjourney.Companiesneed

tofullyunderstandcustomerneedsand

designtheirsystemsinlinewiththem,

continuouslytesting,updating,andrefining.

Butthesehigh-cost,high-touchinteractionscanbe

lessthansatisfyingforcustomerswhenhandled

throughacallcenterif,forexample,technicalsystemsareoutdatedordatasourcesaredisconnected.

Thosekindsofproblemsultimatelyleadtothepossibilityofcomplaintsandlostbusiness.Goodcustomer

experienceiscriticalforthebottomline.Customers

are

3.8timesmorelikelytomakereturnpurchases

afterasuccessfulexperiencethanafteranunsuccessfulone,accordingtoQualtrics.IntuitiveAI-drivensystems—supportedbyrobustdatainfrastructurethatcan

efficientlyaccessandshareinformationinrealtime—canboostthecustomerexperience,evenincomplexorsensitivesituations.

AgenticAIisemergingasacriticaltoolforCXin2025.Gartnerpredicts

thatagenticAIwillautonomously

resolve80%ofcommoncustomerserviceissues

withouthumaninteractionby2029.Agenticexperiences(AX)canperformcomplex,multi-steptasksacross

multiplesystemsautonomouslyonauser’sbehalf.Thelife-like,in-depth,andadaptivenatureoftheirconversationalabilitiesgivesAXtheabilityto

MITTechnologyReviewInsights3

understandthecontextofauser’srequest.Thiscanmoveinteractionsbeyondsimpleinformationretrievalortransactionprocessingandtowardmorecomplexproblem-solvingandnon-judgmentaladvice,availableanytime.

Thatadvicecanbehighlypersonalizedtoanindividualtoo,sincethemodelcandrawondataaboutthe

customer’sentirehistoryofconversationsand

interactionswiththecompany;analyzetheirbehavioralpatterns,moods,andintent;anddynamicallyadjust

interactions.Usingthisinformation,agenticAIsystemshavethepotentialtohelpcustomerssimplifydecision-making,planhowtoreachspecificgoals,ormanage

criticallifedecisions—allwithouthumaninteraction.

Inthefuture,AIagentsmayhelpusdothingslikecloseadeceasedfamilymember’sbankaccounts,coachusthroughourhome-buyingoptions,orexaminevariouslinesofdebtandseamlesslyconsolidatethemintoa

betterloan,forexample.

TheprimacyofAIforCX

Already,AIisubiquitousacrossregulatedindustries.

Inasurveyofexecutiveswhoworkinsectorsincludinghealthcareandbanking,conductedbyMITTechnologyReviewInsights,allrespondentssaytheyarealready

providing,orplanningtoprovide,AI-poweredproductsandservicestoenhanceCX.Conversationalchatbots(selectedby72%ofrespondents),self-serviceportals(68%),andpersonalizedrecommendations(63%)werethetopthreemostpopularapplications.Already,25%saytheyhaveadoptedagenticAI(seeFigure1).

Withanevengreaterneedforeffectivegovernance

andcompliance,especiallyinareaslikeprivacy,data

protection,andethics,companiesinhighly-regulated

industriescanoftenbeslowertoadoptnewtechnologiesandconsiderthemtobebarriers.But—perhaps

counterintuitively—theexistingrigorinhighly-regulatedcompaniescanactuallygivethemanedgewhenit

comestoguidinginnovationslikeAIinCX.“Sometendtothinkmoreregulatedindustriesarelatetoadoptor

conservativeintheirapproach,”saysSonnyShergill,

globalVPcommercialdigitalhealthatAstraZeneca.

“However,experienceinmanagingregulationcanbea

superpowertogofaster.”Afterall,manycompanies

alreadyhavegovernance,guidelines,andprocesseslaidout.“It’sinourDNAtobeagileasguidelineschange,

ruleschange,reimbursementchanges,”saysShergill.“Experienceinmanagingregulationisanopportunity.”

Figure1:Chatbots,self-serviceportals,andpersonalizationarekeyfocusesforAIinCXinregulatedindustries

Largeproportionsofsurveyedexecutivesreportedtheir

companiesareatworkonAI-enabledproductsandservicestohelpcustomers.

Conversationalchatbots

72%

Self-serviceportals

68%

Personalizedrecommendations

63%

Voiceassistants

43%

AI-poweredcallcenters

39%

AIcoachingandpersonalassistants

28%

AgenticAI

25%

r:MTTnRvwnrv

SouceIechologyeieIsightssuey,2025

Oneinthreerespondents(33%)inourstudyagree,sayingthatregulationsaccelerateinnovationand

transformationinCX.Asimilaramount,40%,say

regulationshaveaneutraleffect,and28%saythey

areabarrier(seeFigure2).Infact,two-thirdsof

executives(65%)believetheirindustryisaheadof

othersinadoptingAI-poweredcustomerservice,withonly10%sayingtheyarebehindand25%sayingtheyareonpar(seeFigure3).

Withintheirownindustry,executivesareconfidentabouthowthey’reimprovingCXusingAI.Nearlyhalfofrespondents(48%)saytheircompanyisaheadofcompetitors,withonly13%sayingtheyarebehind

(seeFigure4).

“Experienceinmanagingregulationcanbea

superpowertogofaster.”

SonnyShergill,GlobalVPCommercialDigitalHealth,AstraZeneca

4MITTechnologyReviewInsights

ThetrustchallengeandtheriseofagenticAI

Despitethisrapidandconfidentadvancement,

companiesinregulatedindustriesstillfaceaplethoraofchallengeswithimplementingAIinCXsolutions.

Figure2:Athirdofexecutivessay

regulationswillaccelerateinnovationandthetransformationofCXin

regulatedindustries

Strongaccelerator

2%

Moderateaccelerator

31%

Neutral

40%

Moderatebarrier

22%

Strong

barrier

6%

Source:MITTechnologyReviewInsightssurvey,2025

ThesecurityandprivacyofcustomerdatainAI-poweredproductsandservicesisthenumberoneconcern

forexecutivesinoursurvey,with57%sayingitismost

important.Otherconcernsincludetheeaseofuse(46%)andtransparencyandexplainabilityabouthowAIisused(41%)(seeFigure5).

Businesseshaveworktodotogainthetrustof

consumers.InarecentEYsurvey,

only42%of

respondentssaytheywouldtrustfinancialservices

companiestomanageAI

inwaysthatalignwiththeirbestinterests,andonlyslightlymore(47%)saythey

wouldtrusthealthcarecompanies.TrustinAIdeclinesfurtherwhenAIisusedinamorehuman-centricrole.Inhealthcare,forexample,57%ofrespondentssaytheysupporttheuseofAItopredicthealthissues,butonly37%trustAIasamedicalpractitioner.

“Hospitalsystemsandcliniciansarenowincreasingly

opentotheideaofusingAItoenabletheirproductivityatthesiteofcareandtheirworkflows,butwhenit

comestopatients,theywouldlikethenursepractitioner,physicianassistant,andabsolutelythedoctor,alltobethereholdingtheirhandfromdiagnosistotreatment,”

Figure3:TwothirdsofexecutivesinregulatedindustriesbelievetheyareaheadofotherindustriesinusingAItoinnovateandtransformCX

Significantlyahead

17%

Somewhatahead

48%

Onpar

25%

Somewhatbehind

10%

Source:MITTechnologyReviewInsightssurvey,2025

saysAlokSonig,executivevicepresidentandgrouppresident,pharmaceuticals,atBaxter.

“Wecouldimagineafuturenottoofarfromnow

whereyoumightstillwanttomaintainthathumanintheloop,butit’snotgoingtobethemostimportantthingthatthecustomer

wantsfromyouintheexperience.”

PeterNeufeld,EYStudio+EMEIA

FinancialServicesDigitalCustomerExperienceLeader,EY

MITTechnologyReviewInsights5

WithagenticAI,respondentsinoursurveysaythatthemostimportantfactorinbuildingtrustwithcustomersisbeingtransparentabouthowbusinessesaremanagingcustomerdata(64%),gainingexplicitconsentfrom

customerstouseAI(56%),andcommunicatingwhatAIdoes(51%)(seeFigure6).

BuildingsuccessfulAX

AsbusinesseslooktobuildagenticAIforCX,thefollowingarekeyfactorsforsuccess:

Transparency.ResearchfromEYshowsthatmany

consumersdon’twantAXinterfacestomimichumans

.Theywanttobeinformedthattheyaredealingwith

anon-humanagent.“AsagenticAIbeginstoevolve,

therewillbedeeperquestionsabouthowwewantto

interactwithnon-humaninterfacesthatcanmimic

humanbehavior,”saysNeufeldofEY.Questionsinclude,shouldAImimicsomeone’sethnicity,gender,oraccent,forexample?Thefutureofpersonalizationhasthe

Figure4:Nearlyhalfofexecutivesin

regulatedindustriesbelievetheyare

aheadofcompetitorsinusingAIforCX

Significantlyahead

12%

Somewhatahead

36%

Onpar

40%

Somewhatbehind

13%

Source:MITTechnologyReviewInsightssurvey,2025

a

ExamplesofAIforCXinregulatedindustries

LeadingcompaniesinregulatedindustriesareusingAI-poweredproductsandservicestotransformthecustomerexperience:

HRBlock

usesanAI-poweredconversationalAIassistantcalledAITaxAssisttohelptaxpayersaccuratelyanswerquestionsabouttaxesfromtrustworthysourcesandsimplifycomplexfilingtasksanddocumentation.

USBank

launchedaconversationalvoiceassistant

calledAsistenteInteligentetohelpSpanish-speaking

customers—manyofwhomaredependentonyoungerfamilymemberstocommunicateinEnglish—to

navigateitsbankingappbyvoiceortextandhandle

everydaybankingtasksusingtheirnativelanguage.

Theapphelpsfamiliesovercomegenerationallanguagedifferencestohavecomplexfinancialconversations

andcloselanguageandopportunitygaps.

AstraZenecaisusingAIforarangeofdifferenttasks,fromminingdataforinsightstosupportdrugdiscoveryandclinicaltrials,toautomatingdossiers,developingandreviewingcontent,andimprovingthecustomer

experience.

ThecompanyhascreatedAZBrain,anAIlearning

platformthathelpsthemunderstandcustomerbehaviorandunearthquantified,targetedgapsincare.The

platformbuildsonarangeofdatasetsandthenappliesmachinelearningandAImodelsbasedonspecific

businessneeds.

Additionally,anemergingareaofexplorationishowtousemultimodalpatientdatatounderstandthepotenitalcorrelationbetweencertainpatientcharacteristicsandpotentialtreatmentoutcomes.Thecompanyiscreatinganecosystemofpartnerstodeveloptoolsthathelp

supportaccuratediagnoses,makedecisionsabouttherightpathtotake,andhighlightrelevantclinicaltrialsavailableandotherinformationpersonalizedtoindividualpatientneeds.

“Theendgameisalwaystotryandequipthehealthcareproviderwiththeabilitytodeliveroptimalcare,earlier

andwiththebestpossibleoutcomesforthepatientsweallserve,”saysShergillofAstraZeneca.

6MITTechnologyReviewInsights

h

▲

“AsagenticAIbeginstoevolve,therewillbedeeperquestionsabouthowwewanttointeractwith

non-humaninterfacesthatcanmimichumanbehavior.”

wd

PeterNeufeld,EYStudio+EMEIAFinancialServicesDigitalCustomerExperienceLeader,EY

potentialofbeingfarmoremanipulative,Neufeldsays,whichbecomesimportanttomanageinregulated

sectors.

“Themoreanthropomorphicyoucancreatesomething,themoreconsumableitis,andthemoreinteraction

you’llget,”saysShergillofAstraZeneca.“Butatthesametime,youdon’twanttoeverreplacethatuniquehumanexperienceandconnection.”

Personalization.Onlineexperiencestodayarefairly

static,withpersonalizationbasedoncustomer

informationorrecords.Butasmoresophisticated

modelsareabletogodeeper—drawingonlargerandmorecomplexstoresofdata,makingpredictions,

andadaptingaccordingtocustomerbehavior,moods,orpreferences—organizationsarefacedwithtwo

challenges.First,companiesshouldestablishthattheyhaverobustinfrastructureandeffectivesystemsthatcancapitalizeonthevasttrovesofvarieddatatheyareabletocaptureratherthanlockitinsilos.Andsecond,

theymustcarefullyconsiderhowtoutilizethisinformationwiththeutmostcareandethicalresponsibilityandinvestinbothprivacyand

personalization.

Automation.Currently,manyorganizationsuse

automationtoolslikeAIchatbotsandvoice-response

treestohandleroutineinteractions,thenbringina

humancustomerserviceagentforanythingmore

important,sensitive,orcomplex.Theseagentscan

oftendrawonAI-driventoolstosupportthemwith

summariesofpastconversations,customerdata,and

previousinteractionswiththecompany.Butinthefuture,someorganizationsmayconsiderremovinghuman

agentscompletelyfromthecustomerjourneyintherightcircumstances.

“Wecouldimagineafuturenottoofarfromnowwhereyoumightstillwanttomaintainthathumanintheloop,butit’snotgoingtobethemostimportantthingthatthecustomerwantsfromyouintheexperience,”says

Figure5:Securityandprivacy,easeofuse,andtransparencyarekeyconcernswhenusingAIforCXinregulatedindustries

57%

SecurityandprivacyProtectingcustomerdataandprivacyinAIinteractions

46%

Easeofuse

Simplicityand

intuitivenessoftheinterfaceand

interaction

41%

Transparencyandexplainability

HowAIoperatesandisused

38%

Proactive

communication

Anticipatingcustomerneeds,suggesting

solutions

38%

Real-timeresponseImmediateresponsestocustomerinquiriesoractions

37%

Personalizationandagency

Tailoredtoindividualcustomerpreferencesandbehaviors

35%

AccuracyandconsistencyPrecisioninunderstandingcustomerneedsand

deliveringrelevancywithconsistentactionsacrossinteractions

8%

EmotionalintelligenceUnderstandingtone,

sentiment,andcontext

Source:MITTechnologyReviewInsightssurvey,2025

MITTechnologyReviewInsights7

Neufeld.“Infact,withsomeexperiences,theymightnotwantahumanintheloop.”Forexample,whensomeonedies,itcanbeunpleasanttohavetoexplainoverand

overtodifferentcallcenteragentswhyyouneedto

takeoveralovedone’saccounts.Andhavingthesametrustedemployeetohelpyoueachtimeislikelyto

becostlyandimpractical.Automatingsomeofthoseinteractionscouldmaketheprocesseasier.AnAI

agentcouldhandleaseriesofactionsonacustomer’sbehalfandletthecustomerknowwhenthecompanyneedsapprovals.

SeizingtheAI-poweredopportunity

AIpresentsorganizationsinregulatedindustrieswithunprecedentedopportunitiestoimproveprocesses,streamlinecustomerservice,andevenprotecttheir

businessesandcustomersfrombadactorsinthe

ever-growingbattleagainstfraud.MikiVanCleave,chiefdesignofficerofChase,identifieshowAI-driventoolscanassessnaturallanguagetodiscernpatternsandlearnifacustomerisinanykindofrisk.“Asleaders,wereallyhaveanintenseamountofresponsibilityinencouragingfolkstoexplorewaysthatmaketheirjobsfaster,easier,and

simpler,”saysVanCleave.“Wereallyneedtoleaninandbetheguardiansofourowndestiny,exploretheartof

what’spossibleandseewherethetechnologytakesus.”

NeufeldisoptimisticabouttheimpactAIcanhaveif

it’sappliedinmeaningfulwaystoimprovethecustomerexperience.Buttoachievethatpotential,companies

havetomoveawayfromthinkingaboutAIasa

technologylimitedtochatbotsandAIagentsandstart

LessonsincreatingtrustworthyAI-poweredexperiences

JPMorganChasehasbeenaleaderinapplyingAIandmachinelearningthroughits

Machine

LearningCenterofExcellence

.MikiVanCleave,chiefdesignofficerforChase,theconsumerandcommunitybankatthefirm,identifieswhatsheseesassomeofthemostimportantstrategiesfordesigningAI-poweredexperiencesthatbuildtrust.

Embracehuman-centereddesign

“Wespendaninordinateamountoftimethinkingaboutthelanguage

thatcustomersneedtohearso

thattheyarecrystalclearonwhat

they’redoing.Forexamplewith

frauddetection,wewillspend

hours,days,andweeksdissectingeverynoun,verb,andadjectiveinaninterstitialpagetomakesureithelpscustomersknowwhattodo.”

Fosterasenseofsafety

“Weareheretobuildtrustandstart

fromaplaceofunderstandingthe

consumermindset.Stress,shame,

andguiltareveryrealhuman

emotionsthatcanbepartofwhatyouexperienceifyou’renotsureyou’re

doingthingsrightoryou’renotsureyouhavetherightinformation.”

Understandwhatmotivatescustomers

“Areyousomebodywho’salittlebitmoremotivatedbybeingprotectedorareyoualittlebitmoremotivatedbyfear?Youmightseeaslightly

differentmessagethanyour

partner,butit’stherightmessage

foryoubecauseyouinterpretthingsdifferentlythantheydo.”

Guideexperimentswithoutcomes

“It’sourjobasseniorleaderstoshowalotofenthusiasmforwhatcould

bedone,butalsotogetprettyclearandcrispquicklyonwhatourfirst,

second,andthirdorderofuseis

goingtobe,andthenreallywatchforoutcomes.Thegoodnewsisthatifthefirsttestdoesn’twork,thereare20otheroptionsbehinditthatyoucanplayaroundwith.”

Uncoverthecustomer’strueneeds

“Peopleareunpredictable,and

they’regoodatdoingthingsyou

didn’texpect.Therewillstillbe

momentswherewereallyneedto

watchpeopledoingthingsandseewhytheydidthethingwedidn’tthinktheywoulddo,andlearnfromthoseinteractions.”

8MITTechnologyReviewInsights

thinkingaboutitasamulti-prongedexperiencethatmotivatesandchangesbehaviorandhasanimpactascustomersbegintouseit.Thatmeansworkingalongsidehumanstounlockinsights.

“There’sarealopportunitytotesttheexperiencewithrealcustomers,co-createwiththem,andbringrealpeopleintothedesignandengineeringprocess,”

Neufeldsays.“Thatopensoureyeswithempathytohowwecanmakethistechnologyworkevenbetter.”Co-creationisthereforevitalwhendesigningthe

AI-poweredcustomerjourney.Companiesneedtolistentothecustomerandunderstandtheirneeds,allwhile

testing,evolving,andlearninginacontinuouscycleofrefinement.

“Youhavetodesignyourexperimentsforsuccessat

anadequatescale,andbeabletodynamicallyadaptalmostonadailybasis,becausecustomers’behaviorsarechanging,”saysSonigatBaxter,addingthatthe

biggestenablerofAI-poweredinnovationinCXis

theacceptanceandendorsementofthetechnologyamongmanagement.

Withexperiments,leadingmeasureslikeprocess

efficiencyandbusinessmodelimprovementcanbe

morerelevantthanlaggingmeasureslikefinancial

Figure6:ForagenticAI,transparentdatause,explicitconsent,andclearcommunicationarecriticalinbuildingtrustwithcustomers

Beingtransparentabouthowbusinessesaremanagingcustomerdata

64%

Gainingexplicitconsentandprovidingopt-outfromcustomers

56%

CommunicatingandexplainingwhattheAIdoes,bothcapabilitiesandlimitations

51%

Providingeasy-to-accesssupportchannelsandclearaccountability

46%

Establishingdatasecuritymeasures

40%

EstablishingethicalAIpracticesinternallyforAI

23%

Increasingcustomerautonomytosetpreferences,seepastactions,givefeedback,andoverride

AIdecisionswhenneeded

20%

Source:MITTechnologyReviewInsightssurvey,2025

Whatsetsleadersapart

DanielMathews,globallifesciencesleaderatEY,

seesfivewaysorganizationscancontinuouslyimprovetheirAI-poweredservicesandleadthewayforwardincustomerexperienceinnovation.

results,hesays.“Thetendencyinlargecompaniesistogetlostintheweedsandmisstheforestforthetrees,”

saysSonig.“Themoreyoucanstrategicallysynthesizewhatsuccesslookslikeandlookattheagentexperienceasabusinessmodeltransformation,thebetter.”

1

Embracethedatachallenge,anddon’tlockitintosilos.

2

Don’tviewregulationsasabarrier;usethemtoguideyourinnovation.

Investinbothprivacyandpersonalization.

Haveamulti-assetstrategy;chatbotsandAIserviceagentsaren’tenough.

3

“Youhavetodesignyourexperimentsforsuccessatanadequatescale,andbeabletodynamically

4

adaptalmostonadaily

5

Don’trelyonAIalone;youhavetoworkwithhumans.

basis,becausecustomers’behaviorsarechanging.”

AlokSonig,ExecutiveVicePresidentandGroupPresident,Pharmaceuticals,Baxter

MITTechnologyReviewInsights9

“Poweringnext-genserviceswithAIinregulatedindustries”isanexecutivebriefingpaperbyMITTechnologyReviewInsights.Wewouldliketothankallparticipantsaswellasthesponsor,EY.MITTechnologyReviewInsightshascollectedandreportedonallfindingscontainedinthispaperindependently,regardlessofparticipationorsponsorship.LaurelRumawastheeditorofthisreportandNicolaCrepaldiwasthepublisher.

Wewouldliketothankthesponsor,EY,aswellasthefollowingexpertsfortheirtimeandinsights:MikiVanCleave,ChiefDesignOfficer,Chase

DanielMathews,GlobalLifeSciencesLeader,EY

PeterNeufeld,EYStudio+EMEIAFinancialServicesDigitalCustomerExperienceLeader,EYSonnyShergill,GlobalVPCommercialDigitalHealth,AstraZeneca

AlokSonig,ExecutiveVicePresidentandGroupPresident,Pharmaceuticals,Baxter

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