future and doubling down on reskilling workers as the company navigates a tight labor market, a shortage of talent with the necessary skills, and financial constraints brought on by the broader economic climate. Now, Intuit’s CEO, Sasan Goodarzi, who became CEO in January 2019, is running the ball squarely into its A.I. Each of these versions has required new skills and training for employees in functions that are in decline or no longer a priority. It recently made two big acquisitions in Credit Karma ($8.1 billion) and MailChimp ($12 billion) as part of its data play.
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Over the past four decades, the $13 billion software firm has repeatedly reinvented itself, notably selling Quicken in 2016, then pivoting from operating solely as a tax and accounting platform to a more holistic financial platform for individuals and small businesses. Intuit has undergone many iterations since its inception in 1983 as a digital checkbook to help people pay bills, later known as Quicken. “That means the way that we’re organized is different, the skill sets that we need are rapidly changing, especially in technology,” Shahid says. Its current inflection point: transforming into a fully A.I.-driven software company. “At every major inflection point, there has to be an evolution,” says Humera Shahid, chief diversity, equity, and inclusion officer and head of talent development at Intuit.
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