Table 2 CI’ evolution in the AI era Firm... | Emerald Publishing

Table 2

CI’ evolution in the AI era

Firm dimensions	Past identity	Emergent identity
Media and Infrastructure	Static systems and channels focused on traditional infrastructure and linear media	Dynamic digital ecosystems with multi-channel tools, advanced dashboards and AI agents capable of automating processes and continuous innovation and improvement
Product	Offering standardized financial services and products with relatively static processes geared toward traditional risk and operations management	Diversified and personalized financial products, where content and process are continuously refined through AI integration and in real time, with predictive insights and data-driven analytics (robo-advisory and new AI agents, algorithmic underwriting, algorithmic trading)
Content	Linear communications, static reports and one-dimensional content centered on the unambiguous “truth” of the brand	Fluid, polyphonic and dynamic content: a mosaic of information and perspectives evolving in real time, powered by AI that synthesizes data, analyzes trends and tells multiple stories, transforming the message into a participatory and transparent experience but strongly anchored in ethical principles and personalized to promptuser that have to be cautions on possible bias and infinite looping eco chambers effect
Client	Traditional, passive, segmented clients who relied on advisors for financial decisions and choices	Digitally evolved customers, true “digital life agents,” who interact with advanced AI systems and co-create their own investment strategies through immersive and intuitive interfaces becoming “Promptuser/Promptvestor”
Stakeholders' relations	Hierarchical and linear relationships characterized by isolated interactions and traditional partnerships limited in time and scope	Co-creative, multidimensional and synergistic relationships: strategic collaborations with tech giants, universities, research centres, becoming financiers and corporate ventures themselves and even emerging start-ups, turning every interaction into an opportunity for shared innovation
Core Company Nature	Traditional, centralized organization focused on established business models, with slow, hierarchical decision-making processes	Data-driven, agile and adaptive enterprise with AI-supported decision-making for ethics, efficiency and sustainable promptness Become a “Dynamic Core”. Its identity lies in its ability to evolve while maintaining an ethical and strategic centre of gravity

Firm dimensions	Past identity	Emergent identity
Media and Infrastructure	Static systems and channels focused on traditional infrastructure and linear media	Dynamic digital ecosystems with multi-channel tools, advanced dashboards and AI agents capable of automating processes and continuous innovation and improvement
Product	Offering standardized financial services and products with relatively static processes geared toward traditional risk and operations management	Diversified and personalized financial products, where content and process are continuously refined through AI integration and in real time, with predictive insights and data-driven analytics (robo-advisory and new AI agents, algorithmic underwriting, algorithmic trading)
Content	Linear communications, static reports and one-dimensional content centered on the unambiguous “truth” of the brand	Fluid, polyphonic and dynamic content: a mosaic of information and perspectives evolving in real time, powered by AI that synthesizes data, analyzes trends and tells multiple stories, transforming the message into a participatory and transparent experience but strongly anchored in ethical principles and personalized to promptuser that have to be cautions on possible bias and infinite looping eco chambers effect
Client	Traditional, passive, segmented clients who relied on advisors for financial decisions and choices	Digitally evolved customers, true “digital life agents,” who interact with advanced AI systems and co-create their own investment strategies through immersive and intuitive interfaces becoming “Promptuser/Promptvestor”
Stakeholders' relations	Hierarchical and linear relationships characterized by isolated interactions and traditional partnerships limited in time and scope	Co-creative, multidimensional and synergistic relationships: strategic collaborations with tech giants, universities, research centres, becoming financiers and corporate ventures themselves and even emerging start-ups, turning every interaction into an opportunity for shared innovation
Core Company Nature	Traditional, centralized organization focused on established business models, with slow, hierarchical decision-making processes	Data-driven, agile and adaptive enterprise with AI-supported decision-making for ethics, efficiency and sustainable promptnessBecome a “Dynamic Core”. Its identity lies in its ability to evolve while maintaining an ethical and strategic centre of gravity

Source(s): Authors’ elaboration