Digital advice in 2026, what are advisers really responding to?
Over the past few years, one thing has become increasingly clear. Advice firms are not just talking about digital and AI-enabled advice, they are actively researching it.
Recent insight shared by Professional Adviser shows a sharp rise in the number of advisers exploring advice technology and AI-led solutions. Research activity has increased significantly, and more firms than ever are taking the time to understand how these tools might fit into their business models.
At the same time, commentary across the sector suggests that 2026 will be a turning point. The conversation is shifting away from whether IF AI has a role in advice, and towards how and WHEN it can be integrated in a way that genuinely supports firms, advisers and clients. But this growing interest in digital advice is not happening in isolation.
What is driving this change?
For most firms, the motivation to explore digital and AI-enabled solutions is not driven by innovation for innovation’s sake. It is a response to increasing pressure.
Rising regulatory expectations, the ongoing demands of Consumer Duty, higher operating costs and growing client complexity are all stretching adviser capacity. Firms are being asked to deliver consistent, high-quality outcomes to a broader range of clients, often without a corresponding increase in time or resource.
In that context, it is no surprise that advisers are looking closely at technology. Digital tools are being evaluated as a way to improve efficiency, support consistency and reduce friction across advice delivery.
What is notable, however, is that the industry narrative remains clear. Technology is being viewed as a support to advisers, not a replacement for them.
What digital advice is, and what it isn’t
The recent industry coverage highlights an important distinction that many experienced advisers will recognise.
Digital and AI-enabled advice is not about removing human judgement from financial planning. It is about handling volume more effectively, improving access to guidance, and supporting clients whose needs may not require complex, ongoing adviser involvement.
For higher-value or more complex planning, the role of the adviser remains central and irreplaceable. Trust, judgement and long-term relationship management simply cannot be automated.
In practice, digital advice is being explored as part of a broader service mix. One that allows firms to match different levels of support to different client needs, while maintaining strong governance and client outcomes.
Technology isn’t the only choice
While interest in digital advice is accelerating, it is also clear that technology alone does not resolve the structural challenges many firms face.
Capacity issues are not purely a systems problem. They are often rooted in how firms segment clients, structure propositions and allocate adviser time.
Alongside digital tools, many firms are therefore looking at broader structural solutions. This includes clearer client segmentation, more defined service levels, and alternative ways of supporting everyday clients, without diluting the focus on those clients who need deeper, ongoing advice.
From an Enhance perspective, this is where the conversation becomes particularly relevant. Digital advice and services like Enhance are not competing ideas. They are complementary responses to the same challenge. Both are focused on protecting adviser capacity, improving consistency, and ensuring clients receive the right level of support.
A broader shift in how firms think about scale
What these insights point to is a wider shift in mindset across the advice sector.
Firms are thinking more carefully about scale. Not growth at any cost, but sustainable growth that protects adviser time, maintains service quality and meets regulatory expectations.
Digital advice, AI-enabled tools and services such as Enhance all sit within that conversation. They represent different ways firms are adapting their models to serve a a more refined and targeted client base instead of trying to be all things to all people, which will invariably mean compromising on outcomes and overstretching advisers.
Looking ahead
As we move further into 2026, the firms that thrive are likely to be those that take a considered approach. One that blends people, process, technology and structure in a way that aligns with their values, client base and long-term strategy.
There is no single model that works for every firm. What matters is clarity – Clarity on who you serve, how you serve them, and how adviser time is protected as your firm grows.
Digital advice is no longer a theoretical discussion. It is part of a broader rethink about how advice is delivered. Enhance exists within that rethink, supporting firms who want to grow without compromise.
By Cameron Glynn
