JPMC is debating whether to release its GenAI tool “Coach” directly to clients instead of only through advisors. Would giving clients direct access strengthen efficiency and personalization, or would it risk undermining the trust-based, high-touch advisor-client relationship? How should banks balance human service with AI-driven self-service?

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JPMC leaders argue that “AI won’t take your job, but someone who masters AI will.” How might GenAI reshape employee skills, career paths, and even apprenticeship-style training models in highly regulated industries like banking? What cultural and organizational shifts should we expect?