Beyond Efficiency: Strategic Technology Decisions That Shape Business Value

Navigating the Complexity of Technology Choices 

In financial services, artificial intelligence (AI) is to technology what Consumer Duty is to compliance: a constant talking point and a source of both opportunity and challenge. Business owners may feel weary of the endless commentary, but one fact remains. AI is here to stay, and the decisions firms make about how to adopt and embed it into their operations will have lasting consequences. 

This article looks at the main factors financial services leaders need to consider when choosing and implementing technology. It highlights potential pitfalls, cultural impacts, and how these choices may affect the embedded value and eventual saleability of a firm. 

The Rapidly Changing Technology Landscape 

Technology in financial services is developing quickly. More providers are now offering AI tools and practice management (CRM) platforms, which gives firms greater choice but also presents new challenges. Owners need to think carefully about: 

• How to introduce a new practice management system 

• How to ensure any new solution matches their client proposition 

• How to bring AI into the wider technology stack and encourage adoption 

• How to maintain strong data quality, migration, and flow 

Each of these areas influences not just efficiency, but also staff engagement and the client experience. 

Beyond Efficiency Gains 

AI can certainly improve efficiency, but adoption is rarely simple. Many solutions are not fully integrated, which limits how firms can use the data they gather. Staff reactions also vary. Some welcome automation of repetitive tasks, while others worry about what it means for their role. 

AI is unlikely to replace the human element of financial advice. Individual circumstances and complex situations still demand judgement and empathy. Where AI may add real value is in closing the advice gap, particularly by offering simplified advice for clients who do not need a full financial planning service. 

For AI to succeed, firms must prepare for cultural change, develop new skills, and invest in ongoing training. It is not a single project but a continuous process of embedding new tools into everyday business. 

Planning for Implementation 

A rushed approach often leads to failure. Firms should map out how new technology will affect processes, roles, client journeys, and data flows. The key elements are: 

1. Data – cleansing, migration, and flow 

2. Integration – availability, direction, and ease of use 

3. Processes – defining the firm’s best way of working 

4. Planning – setting out a clear roadmap, even in a simple format 

5. Time – allowing realistic schedules, including contingency and training 

Technology projects often fail because of weak planning, poor data handling, or limited training rather than faults with the software itself. Success depends on getting these foundations right. 

Impact on Business Value 

Technology decisions also affect the long-term value of a business. The impact depends on timing and approach. 

• If a sale is likely within the next two years: it may be better to keep systems stable, avoiding complications for a buyer who needs to integrate the firm quickly. 

• If growth is the priority: firms should invest in scalable solutions that strengthen operations. However, building bespoke systems rarely adds sale value unless acquirers see them as superior to their own. 

Most buyers prefer firms using widely adopted, easily integrated platforms. The choice of technology can therefore make a material difference to valuation. 

A Strategic Priority 

Technology has always influenced how financial services firms perform, but the arrival of AI has raised its importance further. It now affects efficiency, profitability, staff engagement, and attractiveness to buyers. 

Firms that treat AI adoption as a cultural and strategic matter, rather than a purely technical one, will be better placed to succeed. 

How Jigsaw Tree Can Help 

We know that every firm’s situation is unique. Some are adopting new systems for the first time, while others have had a practice management platform for years but are only using a fraction of its potential. We regularly encounter firms where poor planning, weak data migration, or limited training have prevented technology from delivering its full benefits. 

Our expertise lies in unlocking that potential. Whether you need guidance on AI selection, support with CRM implementation, or help embedding processes and training, Jigsaw Tree ensures your technology works for your business. 

Conclusion 

The constant stream of news about AI and compliance can be overwhelming, but the firms that cut through the noise and plan carefully will gain the most. 

AI is not about replacing advisers. It is about helping firms work smarter, improve client service, and stay competitive in a digital world. Success will come from clear planning, thoughtful integration, and ongoing support for staff. Above all, firms should align their technology choices with long-term goals and seek expert guidance where needed. 

📧 hello@jigsawtree.com 📞 0800 246 5416