Contact Center Pipeline March 2026 | Page 22

BOX

Even as JPMorgan pours billions into AI infrastructure, the bank is simultaneously expanding its physical footprint. Since 2018, JPMorgan Chase has opened more than 1,000 new branches( CNBC).

Many of these branches are not“ old-fashioned teller counters,” but modern“ advice centers,” focused on developing relationships and creating long-term clients.

These moves underline a lesson along the same lines to the ATM story; automation rarely eliminates the need for human presence as customers may seek human interactions for confirmation, but it will reshape it.

While self-service technologies and AI can handle speed, scale, and routine execution, customers will seek human interaction for reassurance, like in moments of uncertainty where there is complexity or emotional weight. Human agents provide confirmation that the system has understood their intent.

Rather than replacing people, automation elevates the importance of human roles as validators through relationship building, which reinforces the idea that technology works best not as a substitute for human interaction, but as a complement that amplifies it.

Most tellingly, Jamie Dimon himself has publicly explained his strategy to leverage technology while focusing on the people.

During a 2024 interview( NBCUniversal News Group + 1) he said,“ Every day, 900,000 people go to our branches. They are much more advice centers than processing, operational centers.”

He acknowledged that while digital banking will continue to grow, many customers“ want to have the backup for the branch. Customers like to visit their money.”

Dimon’ s point is very straightforward, reinforcing the point that customers value human interactions with real people for complex issues.

In the end, the lesson of the ATM is not that machines replace people, but that they redefine where human value lies.

As automation reshapes contact centers, the organizations that succeed will be those that use technology to elevate human judgment because when it matters most, customers still want a human to say,“ Yes, this is understood, and I’ ve got you.”

Training will need to move beyond transactional to emphasize advanced communication supported by continuous upskilling as tools and expectations evolve.

Supervisors will also need to be retrained to coach agents on these skills to build reasoning skills, driving customer outcomes instead of narrowly defined productivity metrics.

22 CONTACT CENTER PIPELINE

Together, these changes point to a broader operating model shift in which agent roles are treated as skilled knowledge work, with corresponding implications for performance management, career paths, and long-term retention.

The future of the contact center isn’ t just smarter technology; it’ s a more capable human workforce that knows how to interpret and action AI-generated insights.

AUTOMATION

Consider the use of AI with speech analytics in the contact center. This technology can surface the patterns, the risks, and the opportunities, but only a well-trained human can turn that information into empathy, decisions, and outcomes that build real customer value.

CLOSING THOUGHT

Machines change jobs, humans change roles As I reflect on the ATM story from my younger self, I’ m reminded that it isn’ t a blanket defense of every job. Automation will absolutely streamline some roles: and in certain areas it will reduce headcount.

But time and again- from bank tellers to factory teams- we’ ve seen that technology tends to reshape work more than it eliminates it. I see the same future for call centers.

AI will take on repeatable, rules-based tasks, but the heart of the work will still rest with people. Only humans can rely upon good judgment to determine when to make the exception or show empathy to create better customer experiences at each point of contact.

Of course, transformation demands change, and most of us aren’ t naturally comfortable with that. Leaders must guide teams through shifting responsibilities: and agents need to stay open to stepping into more human-centered roles.

But here’ s the part I find reassuring: the tasks that matter most, like listening, understanding, decision-making, and building trust, remain deeply human. When we frame AI as a partner rather than a threat, agents can feel more secure, more valued, and genuinely excited about where their work is heading.

Dina is responsible for the operations of Ulysses Learning and serves as the chief client executive, working with Fortune 100 clients and other progressive organizations to redefine the way customers are cared for. Before joining Ulysses Dina was responsible for starting up two contact centers and later was a call center consultant.