Artificial intelligence is reshaping industries at a remarkable pace. A McKinsey survey conducted between June and July 2025, covering nearly 2,000 companies across 105 countries, found that 88% were piloting AI in at least one business function — up from 72% in 2024 and 55% in 2023.
According to ACA Group, usage of generative AI has surged even more sharply, with 79% of respondents reporting adoption compared to just 33% two years prior. Despite this rapid uptake, the majority of organisations remain in an experimental phase, with nearly two-thirds yet to scale AI across their operations.
The wealth management and investment advisory sector has taken a more measured stance than many of its counterparts. Whilst robo-advisers have long leveraged AI to build low-cost, personalised portfolios tailored to client objectives and risk profiles, most registered investment advisers (RIAs) have proceeded with considerably more caution, weighing AI’s capabilities against their fiduciary and regulatory obligations.
Where the industry stands today
Data from the 2025 Investment Management Compliance Testing (IMCT) Survey, which polled 577 investment advisers, paints a picture of an industry still in early-stage exploration. Some 40% had adopted AI strictly for internal functions such as investment research, portfolio monitoring, and IT support. A further 25% were developing AI use cases without having yet deployed any tools, whilst 18% were allowing informal employee use. Only 4% had introduced AI for straightforward client-facing interactions such as chatbots, and just 1% had applied it to more complex client engagements including the delivery of investment advice. Meanwhile, 8% had outright banned or restricted its use.
More recent figures, however, point to accelerating momentum. ACA’s 2025 AI Benchmarking Report found that 60% of investment advisers are now using AI internally, up from 37% in 2024, whilst 11% are deploying it both internally and externally, compared to 8% the previous year. The proportion still exploring use cases has dropped from 38% to 23%, and those maintaining an outright ban have fallen sharply from 15% to just 4%. Compliance teams and senior leaders alike are increasingly acknowledging both the benefits of AI and the pressing need for appropriate governance frameworks.
Why adoption has been slower for advisers
The deliberate pace at which investment advisers have embraced AI is, in many respects, entirely appropriate. Operating under a fiduciary duty to act in clients’ best interests, advisers face a higher bar when evaluating any new technology. Several key considerations shape their approach.
First, advisers must determine whether AI tools genuinely improve outcomes for clients relative to the associated risks and costs. This entails scrutinising tool accuracy, evaluating potential performance impacts, and assessing suitability across different client segments. Second, integrating AI into existing supervision and compliance frameworks is no straightforward task. Generative AI and predictive technologies must be carefully embedded within supervisory procedures, compliance testing workflows, and recordkeeping and disclosure systems. Firms need to understand how these tools function, where their limitations lie, and how to monitor them on an ongoing basis.
Third, conflicts of interest present a meaningful risk. AI tools may carry embedded biases or commercial incentives that, without adequate scrutiny, could subtly favour the adviser over the client. Firms must examine tools for data conflicts, algorithmic bias, vendor incentives, and any misalignment between adviser objectives and client interests. Finally, the sheer pace of AI development poses its own governance challenge. As tools, rules, and risks evolve rapidly, firms must maintain frameworks agile enough to keep pace with a constantly shifting landscape, including emerging cybersecurity and operational vulnerabilities.
The road ahead
AI has moved well beyond the status of an emerging trend — it is fast becoming an operational reality across financial services. For investment advisers, the path forward requires balancing the genuine potential of these tools with a clear-eyed commitment to compliance, client protection, and robust governance. Those who approach AI adoption thoughtfully, grounded in strong risk management and regulatory awareness, will be best placed to unlock its value without compromising the trust that sits at the heart of the adviser-client relationship.
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