What we found is that employees want about five hours of hands-on training, and coaching, and mentoring. Only about a third are actually getting that.
On paper, it looked a lot like entrepreneurship: validate an idea, conduct research, raise or allocate funds, build capabilities, codify processes, launch SaaS platforms, measure value creation, and implement a communication plan. In practice, it was very different. Big organizations are optimized for productivity and predictability, not the full lifecycle of experimentation that product building requires. That law of nature creates a constant source of friction between innovation and day-to-day business.
While banks announce AI deployments and digital transformations, the real platform shift is happening through something more mundane: solving customer servicing headaches one API call at a time. Banks have a servicing problem masquerading as a platform opportunity. You won't read the evidence in their press releases, but you can see it in how they're actually solving operational friction for business customers who want banking to work well.
Rather than pursuing massive, resource-intensive AI initiatives that take years to deliver, Huss argues for Minimum Viable AI - a pragmatic approach that focuses on getting functional, well-governed AI into production quickly. It's not about building the flashiest model or chasing state-of-the-art benchmarks; it's about delivering something useful, measurable, and adaptable from day one.
Wells Fargo's adoption of Google Agentspace marks a bold step forward in making banking simpler and smarter—for our customers and employees. By leveraging advanced agentic AI capabilities, we can get answers and insights faster, work more efficiently, and free up time to focus on what matters most: helping people reach their financial goals.
Organizations are moving past simple automation tools and chatbots in their race to deploy artificial intelligence at enterprise scale, aiming for the implementation of autonomous AI agents.
