I agree that AIG is slow to change, a huge part of that is due to the continuous cyclical pattern that AIG has of hiring new leadership (doesn't matter the age) who come in making changes w/o taking enough time to utilize experienced talent. This is true of both IT and Business. First of all they both need to work together and realize that we all have the same agenda and need to work as a team, not in Silos. There's minimal or weak support for this. Some new IT C-suite or upper management team comes in (usually they are friends or previous coworkers from another company), with all these new ideas to bring AIG 'up to date' without doing the proper consultation because after all this idea worked when I was in 'fill in the blank company', or this is the trend that we notice, or hey let's use some vendor who is either shiny and new, or who has 'done this quite well for abc company'. Of course the business side (where the money comes in), hesitates because they've been there before and have suffered the consequences (ie lost $$), IT says this time it will be different and BTW you will get this new shiny, sleek implementation in no time...it will be very cost effective. Just "give" us your requirements (just make sure it fits in this box and you stay in your business lane). I could go on and on but will stop because this is becoming a rant. It's not about age it's about perspective, this culture of proving oneself and making his/her mark on the company needs to change. The problem is that I feel it's too late to 'fix' AIG. It seems like it's just time for a do over...breaking up the company may be the best way to go.
Excellent post by @Y1o20PY-1zpd, pretty much sums up AIG's biggest issue.