英文【麥肯錫】2024年從銀行業(yè)的人工智能中提取價值：重新連接企業(yè)報告

Mcsey

&company

FinancialServicesPractice

Extractingvaluefrom

AIinbanking:Rewiringtheenterprise

TogainmaterialvaluefromAI,banksneedtomovebeyondexperimentationto

transformcriticalbusinessareas,includingbyreimaginingcomplexworkflowswithmultiagentsystems.

ThisarticleisacollaborativeeffortbyCarloGiovine,LarryLerner,RennyThomas,ShwaitangSingh,SudhakarKakulavarapu,andVioletChung,withYuvikaMotwani,representingviewsfromMcKinsey’sFinancialServicesPractice.

December2024

MuchhasbeenwrittenaboutthepowerofAI,includinggenerativeAI(genAI),totransform

banking.Beyondusheringinthenextwaveofautomation,AIpromisestomakebanksmoreintelligent,efficient,andbetterabletoachievestrongerfinancialperformance.

Whilethebuzzisundeniable,manybankingC-suiteleadersareincreasinglyaskingquestionsabout

therealizationofvalueinlightoftheheadwinds

facingthesector.WillAIliveuptoexpectations?Afterinitialexperimentation,howcanbanksgo

fromproofofconcepttoproofofvalueandtrulyreimagineandtransformtheenterpriseusingAI?Howsoon,ifever,canbanksseeatangiblereturnontheirinvestmentsinAI?

Thesequestionsaregainingrelevanceastheglobalbankingsectorcontendswithchallengessuchas

unevenlaborproductivityresults,includingfallingproductivityatUSbanks,despitehightechnologyspendingrelativetoothersectors.Banksalsofaceslowingrevenueandloangrowthandcompetitionfrombusinessesbeyondbanking—suchasprivatecreditfirms,fintechs,neobanks,paymentsolutionsbusinesses,andnonbankproviders—forthe

largestprofitpools.Tomaintainthecurrentreturnontangibleequitymargins,bankswillneedtocutcostsmuchfasterasrevenuegrowthslows.AI

hasthepotentialtochipawayattheseproblems

andputbanksonmoresolidfootingintheyearstocome,particularlyinboostinglaborproductivityasemployeescontinuetodelegateagrowingnumberofroutinetaskstoincreasinglysophisticatedandcapableAIsystems.

Someinstitutionsareraisingthebarandcreating

strategicdistancefromtheirpeersbyeffectivelyscalingAI,includinggenAI.Forexample,a

largebankisusingAIacrosstheenterprise

toimproveexperiencesforitscustomersand

employees,enhanceefficiency,andboostrevenueandprofitability.Inretailbanking,thebankis

harnessingAItogeneratepersonalizednudgestohelpcustomerswithinvestingandfinancialplanning.Inthesmall-businesssegment,AIis

helpingtopinpointwhichloansmightgobad,

enablingthebanktotakestepstointerveneandsupporttheclient.

Aregionalbank,meanwhile,usedgenAItoboosttheproductivityandefficiencyofitssoftware

developers.Seekingtooptimizeresourcesand

acceleratetimetomarketofnewdevelopments,thebanklaunchedaproof-of-conceptstudytoassesstheimpactofgenAItoolsoncodingproductivity.

Productivityroseabout40percentfortheusecasesthatwerepartofthestudy;morethan

80percentofdeveloperssaidgenAIimprovedtheircodingexperience.

Inthisarticle,wedetailablueprinttohelp

financial-servicesleaderschartthecomplexpathofextractingat-scalevaluefromAIacrossthe

enterprise.Webeginwithwhatbanksthatexcel

inAIdodifferently.Wethenoutlinearoadmap

thatrootstheAItransformationinbusinessvalue,ascertainingwhichkeybusinessproblemsneedtobesolvedandharnessingtechnology,includingAI,tohelpwiththeprocess.Next,wedescribea

comprehensiveAIcapabilitystackforbankingpoweredbyAIagents.Finally,weexplorethe

elementsneededtosustainandscalevaluefromAIbeyondtheinitialrollouts.

DeliveringonthepromiseofAIinbanking

ThelatestMcKinseyGlobalSurveyonAIshowsthatadoptionhasincreasedsignificantlyacrossorganizationsandindustries.However,the

breadthofadoption(measuredbythedeploymentofAIacrossmultipleenterprisefunctions)

remainslow,andmanyorganizationsarestillintheexperimentalphase.

Still,afewleadingbanksstandoutintheirabilitytodeployAI,includinggenAI,acrosstheenterprise,andhavebeguntocapturematerialgainsfromtheuseofAI(seesidebar“WhatdoesitmeantobeanAI-firstbank?”).

ExtractingvaluefromAIinbanking:Rewiringtheenterprise2

WhatdoesitmeantobeanAI-firstbank?

AIisenablingbroadchangesinallsorts

ofindustries,includingbanking,butmanybanksarestillintheexperimentalphase.

GivenhowfarAIhascomeandthepromiseitholds,experimentingisnotenough.To

thriveinthisnewworld,bankswillneedtobecomeAI-firstinstitutions,adoptingAItechnologiesenterprise-widetoboostvalue—orriskbeingleftbehind.

AsuccessfulAItransformationspansseverallayersoftheorganization.It’simportanttoinvestineachofthe

interdependentlayers,asunderinvestment

inonesectioncansabotagetheentireAItransformation.

TheessentialsofbuildinganAI-firstbankincludethefollowing:

—Reimaginingthecustomer

experiencebyprovidingpersonalizedoffersandstreamlined,frictionless

useacrossvariousdevices,for

bank-ownedplatformsaswellaspartnerecosystems.

—UsingAItohelpwithdecisionmaking,significantlyenhancingproductivitybybuildingthearchitecturerequiredto

generatereal-timeanalyticalinsightsandtranslatingthemintomessagesaddressingprecisecustomerneeds.

—Modernizingcoretechnology

requiredforthebackboneoftheAI

capabilitystack,includingautomatedcloudprovisioning,anapplication

programminginterface,and

streamlinedarchitecturetoenablecontinuous,securedataexchangeamongvariouspartsofthebank.

—Settingupaplatformoperatingmodelthatbringstogethertherighttalent,

culture,andorganizationaldesign.

OurexperiencesuggeststhatbanksexcellinginAIdofourthingswell:

—Setabold,bankwidevisionforthevalueAI

cancreate.LeadingbankshaveanexpansiveoutlookontherolethatAIcanplay,viewing

thetechnologynotjustasadriverofcost

efficienciesbutalsoasawaytoenhance

revenuesandsignificantlyimprovecustomerandemployeeexperiences.

—Rootthetransformationinbusinessvalueby

transformingentiredomains,processes,and

journeysratherthanjustdeployingnarrow

usecases.BanksthatexcelinAIresistthe

temptationtolaunchnarrowusecasessuch

asachatbotoraconversationalQ&Atoolin

isolation.Althoughthesemightbefasttolaunchandpotentiallylowrisk,inisolation,theywon’t

unlockmaterialfinancialvalue.

—BuildacomprehensivestackofAIcapabilities

poweredbymultiagentsystems.Running

complexbankingworkflows,suchasevaluatingacommercialcustomer’sloanapplication,

involveshighlyvariablestepsandtheprocessingofamixofstructuredandunstructureddata.

Whiletraditionalautomationcannothandle

suchtasks,gen-AI-enabledmultiagent

systems,combinedwithpredictiveAIanddigital

tools,can(seesidebar“Whataremultiagentsystems?”).Expandingthesesystemsto

theentireenterpriserequiressettingupacomprehensiveAIbankstack.

—Sustainandscalevaluebysettingupcritical

enablersoftheAItransformation.Theseinclude

cross-functionalbusiness,technology,and

AIteamsalongwithacentralAIcontroltowerthatcoordinatesenterprisedecisionsacross

functions,drivesgovernanceandadoptionofstandardizedriskguardrails,andpromotesthereusabilityofAIcapabilities.

Settingabold,bankwidevisionforthevalueAIcancreate

McKinsey’sexperiencewithhundredsofcompaniesacrossvariousindustriesshowsthatcapturing

valuefromdigitalandAItransformationsrequiresafundamentalrewiringofhowacompanyoperates.

Thisinvolvessixcriticalenterprisecapabilities:

abusiness-leddigitalroadmap,talentwiththe

rightskills,afit-for-purposeoperatingmodel,

technologythat’seasyforteamstouse,datathat’scontinuallyenrichedandeasilyaccessibleacrosstheenterprise,andadoptionandscalingofdigitalsolutions.Theseelementsareinterconnected,and

allhavetofunctionwellforthetransformationtobeasuccess.

ExtractingvaluefromAIinbanking:Rewiringtheenterprise3

Whataremultiagentsystems?

Multiagentsystems,alsoknownas

agenticsystems,havebeenaroundforyearsbuthavebeenkickedintoahighergearinthepasttwoyears,thankstothe

natural-languagecapabilitiesofgenerative

AI(genAI).Althoughtheyarestillina

nascentphase,andmuchofthevalue

theycouldgenerateremainshypothetical,

multiagentsystemsareexpectedtoimproveovertime.

Thesesystemscouldbecapableof

planningactions,usingtoolstocompletethoseactions,collaboratingwithother

agentsandpeople,andimprovingtheirperformanceastheylearnbydoing.

Eventually,genAIagentscouldact

asvirtualcoworkers.Forinstance,an

engineercoulduseeverydaylanguagetodescribeanewsoftwarefeaturetoaprogrammeragent,whichwouldthen

code,test,iterate,anddeploythetoolithelpedcreate.

AIcandomuchmorethanjustautomateprocessesandboostefficiency.Banksthatextractvalue

fromAIviewthetechnologyasatransformationaltoolanduseAIforcorestrategicprioritiessuchasboostingrevenue,differentiatingthebankfrom

competitors,anddrivinghighersatisfactionforcustomersandemployees.

LeadingbanksembedAIinthestrategicplanningprocess,requiringeverybusinessunittorevampitsoperationsandsetboldfinancialandcustomergoals.Theyfocusoninnovationbyprioritizingthemosthigh-impactareasthatarecoretostrategy,versusexperimentinginperipheralareasseenassafebetsortakingthe“peanutbutter”approachbyspreadinginvestmentsacrossmanydisparate

initiatives.Next,theyinvestinenablingthe

scalabilityofAIinitiativesbysettinguptherightdataandtechnologyplatforms.

LeadingbanksalsoensurethatmajorAIinitiativesarebusinessled,notjusttechnologyled.This

meansbusinessexecutivestakeownershipof

shapingthedesignofinterventions,ensuringwhat

isbuiltistightlyalignedwithwhatthebusinessneeds,andholdingjointaccountabilitywith

technologyleaderstodeliveroutcomes.

Rootingthetransformationinbusinessvalue

Launchingachatbot,creatingadocument

summarizer,usingoff-the-shelfgenAItoolsto

createadsandwriteemails—althoughthesetypesofAIendeavorsallowbankstoexperimentandlearnwithminimalrisksinvolved,theresultsaretypicallyincrementaland,inisolation,rarelyleadtomaterialchangesinfinancialoutcomes.

UsingAItosignificantlyboostbusinessvaluewillrequirebankstodothefollowing:

—Choosetherightscopeoftransformationby

rewiringentiredomainsandsubdomains.

Insteadoflettingathousandflowersbloom

withmanydisparate,siloedAIprojects,

leadingbanksareusingAItoreimagineentirebusinessdomains—suchasrisk,sales,and

operations—andwithinthem,subdomains

suchasrelationshipmanagement,collections,andcontact-centerservicingandoperations.Atypicalbankhasroughly25subdomains

(Exhibit1).Oncebankexecutiveschoosethe

subdomainsfortransformation,theyreimagineeachoneendtoend,usingthefullrangeofAIanddigitaltechnologiestoachievethedesiredfinancialoutcomes.

ExtractingvaluefromAIinbanking:Rewiringtheenterprise4

Exhibit1

BankscanidentifybusinessareasforAItransformationandthenrewirethemtoboostvalue.

Domains

Subdomains

ExamplesofsubdomainsthatAIcouldtransforminretailbanking1

Salesand

Risk

Servicing

Digital

Human

Other

marketing

andoperations

technology

resources

functions

Digital-ledcustomeracquisition

Customerunderwriting

Self-servicevia

digitalchannels

suchasmobile

banking

Developerproductivity

Recruitmentandsta代ng

Legal

processes

Frontlinesalesenablement

Risk-basedpricing

Assistedservice

viacontact

center,branch,

anddigital

IToperations

Performance

management,

training,andskill

development

Regulatorycomplianceandcontrols

Relationship

Transaction

Middle-and

Technology

Employee

Business

management

fraud

back-o代ce

modernization

satisfaction

intelligenceand

andadvisory

prevention

operations

andwell-being

analytics

Partner

collaborationfor

productand

servicesales

Portfolio

optimizationand

monitoring

Complaintsmanagement

Product

andservice

developmentand

management

Employee

development

forkeyrole

ful?llment

Collections

Engagement,

cross-selling,

andcustomer

retention

Enterpriseknowledgemanagement

Risk

Clientrisk

pro?lingandduediligence

Wealthandportfolioriskmanagement

Creditrisk

management

Risk-basedpricing

Fraudand

?nancialcrime

prevention

Servicing

andoperations

Self-servicevia

digitalchannels

suchasmobile

banking

Relationship

management

andconcierge

services

Assistedservice

viacontact

center,branch,

anddigital

Complaintsmanagement

Middle-andback-o代ceoperations

Salesandmarketing

Digital-ledcustomeracquisition

Relationship

management,

a代uent

clients2

Relationship

management,

HNW3and

UHNW?clients

Partner-led

client

acquisitionand

cross-referrals

Engagement,

cross-selling,

andcustomer

retention

Domains

Subdomains

ExamplesofsubdomainsthatAIcouldtransforminprivatebanking1

Digital

Human

Other

technology

resources

functions

Developer

Recruitment

Legal

productivity

andsta代ng

processes

IToperations

Performance

management,

training,andskill

development

Regulatorycomplianceandcontrols

Technologymodernization

Employee

satisfaction

andwell-being

Business

intelligenceand

analytics

Product

Employee

andservice

development

developmentand

forkeyrole

management

ful?llment

Enterpriseknowledgemanagement

1Atypicalbankhas~25subdomainsthatcouldberewiredwithAI.Thislistisnotcomprehensive.2Clientswithpersonal?nancialassetsof$100,000–$1million.

3High-net-worthclientsarethosewithpersonal?nancialassetsof$1million–$50million.?Ultra-high-net-worthclientsarethosewithpersonal?nancialassetsof>$50million.

McKinsey&Company

ExtractingvaluefromAIinbanking:Rewiringtheenterprise5

Exhibit1(continued)

BankscanidentifybusinessareasforAItransformationandthenrewirethemtoboostvalue.

Digital

Human

Other

technology

resources

functions

Developer

Recruitment

Legal

productivity

andsta代ng

processes

IToperations

Performance

management,

training,andskill

development

Regulatorycomplianceandcontrols

Technologymodernization

Employee

satisfaction

andwell-being

Business

intelligenceand

analytics

Product

Employee

andservice

development

developmentand

forkeyrole

management

ful?llment

ExamplesofsubdomainsthatAIcouldtransformincorporateandcommercialbanking1

Risk

Customerunderwriting

Risk-basedpricing

Transaction

fraud

prevention

Portfolio

optimizationand

monitoring

Loanrenewalsmanagement

Servicing

andoperations

Self-servicevia

digitalchannels

suchasmobile

banking

Relationship

management

andconcierge

services

Middle-andback-o代ceoperations

Complaintsmanagement

Assistedservice

viacontact

center,branch,

anddigital

Domains

Subdomains

Salesandmarketing

Digital-ledcustomeracquisition

Partner-ledsales

Relationshipmanagementandadvisory

Frontlinesales,

generalist,and

productled

Engagement,

cross-selling,

andcustomer

retention

Enterpriseknowledgemanagement

ExamplesofsubdomainsthatAIcouldtransformininvestmentbanking1

Domains

Subdomains

Salesandmarketing

Relationshipmanagementandadvisory

Relationshipmanager–leddealsourcing

Engagement,

cross-selling,

andcustomer

retention

Risk

Customerunderwriting

Liquidityriskmanagement

Transaction

fraud

prevention

Marketriskmanagement

Servicing

andoperations

Relationship

management

andconcierge

services

Middle-andback-o代ceoperations

Complaintsmanagement

Digital

Human

Other

technology

resources

functions

Developer

Recruitment

Legal

productivity

andsta代ng

processes

IToperations

Performance

management,

training,andskill

development

Regulatorycomplianceandcontrols

Technologymodernization

Employee

satisfaction

andwell-being

Business

intelligenceand

analytics

Product

Employee

andservice

development

developmentand

forkeyrole

management

ful?llment

Enterpriseknowledgemanagement

1Atypicalbankhas~25subdomainsthatcouldberewiredwithAI.Thislistisnotcomprehensive

McKinsey&Company

ExtractingvaluefromAIinbanking:Rewiringtheenterprise6

—Decidewhichsubdomainstotransform

withAIandinwhichorder.Toselectthese

subdomains,bankscanconsidertheoverall

businessimpactandtechnicalfeasibility

ofdrivinganAItransformationofaspecific

subdomain(andthelikelihoodthatthe

chosensubdomainincludescomponents

thatcanbereusedinsubsequentsubdomaintransformations)(Exhibit2).Inourexperience,atypicalbankhasfewerthantensubdomainsthatcouldmostbenefitfromanAIoverhaul

andshouldbethefirstcandidatesfor

transformation.Together,thesesubdomains

candrive70to80percentoftotalincrementalvaluefromanAItransformation.

Intermsofbusinessimpact,bankswillneedto

assesswhetherthevalueofanAItransformationofaparticularsubdomaincanbeaccurately

quantified,howwelltheproposedsolutionalignswiththebank’sstrategicobjectives,howwellend

users(whetherclientsoremployees)areequippedtoadoptthesolution,andwhetherthesolutionwillbeapriorityforthebusiness.

Exhibit2

Banksubdomainswithhighbusinessimpactandhightechnicalfeasibilityshouldbe?rstinlineforanAItransformation.

HIGH

Businessimpact

LOW

Illustrativeexampleofhowbusinessimpactandtechnicalfeasibilitycaninformthetransformation

oPortfoliooptimizationandmonitoring

oProductandservice

developmentandmanagement

oRegulatorycomplianceandcontrols

oRisk-basedpricing

oTechnologymodernization

oAssistedservicethroughcontactcenter,branch,digitalchannels

oCollections

oCustomerunderwriting

oDeveloperproductivity

oDigital-ledcustomeracquisition

oEngagement,cross-selling,andcustomerretention

oFrontlinesalesenablement

oRelationshipmanagement

oSelf-servicethroughdigital

channelssuchasmobilebanking

Examplesoftop

candidatesforan

AItransformation

atatypicalbank.

Thesesubdomainswillvaryfrombanktobank.

oBusinessintelligenceandanalytics

oCollaborationwithpartnerstosellproductsandservices

oDevelopmentofemployeesto?llkeyroles

oEmployeesatisfactionandwell-being

oComplaintsmanagement

oEnterpriseknowledgemanagement

oIToperations

oMiddle-andback-o代ceoperations

oLegalprocesses

oPerformancemanagement,

training,andskilldevelopment

oRecruitmentandsta代ng

oTransactionfraudprevention

LOWTechnicalfeasibilityHIGH

McKinsey&Company

ExtractingvaluefromAIinbanking:Rewiringtheenterprise7

Loanapplicationand

documentchecker:Checkforerrors,incompletedata,and

potentialfraudandfollowupwithapplicantsdirectly

Third-partydatavalidation:

Verifyaccuracyofapplicationdetailsusingsourcessuch

ascreditbureausand

governmentdatabases

Documentcollection:Allowformultichanneluploadingor

scanningofcollateral,?nancial,andknow-your-customerdocuments;convertthemtotherequiredformat;andworkwithcustomerstogetmissingoradditionaldocuments

Regardingtechnicalfeasibility,itisimportant

toascertaintheavailabilityandqualityofdata,

includingspecialconsiderationsforhandling

sensitivedata,techniquesforscalingthesolutionacrossotherdomainsandbusinessunits,the

reusabilityofthesolution’scomponentsforotherusecases,andthepresenceoflegacytechnology

infrastructurethatmaynotbecompatiblewithmoremodernAIsolutions.

OnceselectedforanAItransformation,each

subdomaincanbedeconstructedintoaseriesof

executablemodulesthatneedtobebuilt,delivered,andadoptedtodrivebusinessvalue.Forexample,

transformingthecustomerunderwritingsubdomainendtoendinvolvesgenAI,traditionalanalytics,anddigitaltoolsandplatformsallworkingtogetherto

reimagineend-to-endworkflowsandprocesses(Exhibit3).

Exhibit3

Bankscanrewirethecustomerunderwritingsubdomainbyusinga

combinationofgenAI,traditionalanalytics,anddigitaltoolsandplatforms.

Elementsandusecases

Documentcollection

incustomerunderwriting(illustrative)

IGenerativeAI

Contractgeneration

Automationofthe?nalstep:

Generatecontracts,suchascon?rmationofanapplicant’seligibilityforaloanandloancovenants

ITraditionalanalytics

Digitaltoolsandplatforms

Preassessment

Creditassessment

Questiongenerator:

Comeupwith

questionsfora

personaldiscussionwiththeapplicant

Voicetomemo:

Summarizeinsightsandactionsafterpersonal

discussionwiththeapplicant

Automateddecisions:Makeinstantdecisionsto

approveordeclineapplicationsbasedonprede?nedcriteriaandriskthresholds

Dataassessment:Give

estimatesforprobability

ofdefault,expectedloss,climaterisk(usinginternalandexternaldatasources)

Documentanalyzer:Checkdocumentsforcorrectness,eg,accuracyoftheloanperiod,weedoutpotentiallyfraudulentdocuments,andassessincomeandotherdatatomakeacreditdecision

Unstructuredriskelementsassessment:Assessrisk

elementsfromunstructuredsources,eg,applicant’s

socialmediafootprintandpotentialreputationaldamage

Automatedcreditmemogeneration:Generateacreditmemo,asummaryofwhyacustomerneedsaloan,andotherdetailsforabankemployeetoreview

Customerchatbot:Answercustomers’queriesandguidethemtosubmitdocuments,thenprovideupdatesoncreditdecisionandcontract?nalization

Employeechatbot:Answeremployees’questions,allowforsendingactionalertstoteamssuchasrelationshipmanagers,anddriveemployees’communicationswithcustomers

Worklowsworkbench:Runworklowsforend-to-endapplicationmanagement,collateralvaluation,legalreview,reassignmentoftasks,etc

McKinsey&Company

ExtractingvaluefromAIinbanking:Rewiringtheenterprise8

EnablingvaluethroughanAIstackpoweredbymultiagentsystems

ToembedAIseamlesslyacrosstheenterprise,

bankscanimplementacomprehensivecapability

stackthatgoesbeyondjustAImodels.ThisAI

bankstackcontainsfourkeycapabilitylayers:

engagement,decisionmaking,dataandcoretech,andoperatingmodel.Eachlayerwillneedtoreceive

investmentandattentiontounlockthefullpowerofAIfortheenterprise.

GiventheadventofnewtechnologiessuchasgenAI,wehaveupdatedtheAIcapabilitystack(Exhibit4)fromapreviousiterationpublishedin2020.Eachlayer’sfoundationalelementsare

supplementedbyseveralnewelements.

Exhibit4

Todrivesustainablevalue,banksneedtoputAI?rstandrevamptheentiretechnologystack.

New

elements

AIbankofthefuture

Delightingcustomersthroughpersonalizedexperiences

Empoweringemployeestoservecustomersbetter

Engagement

Mobileasthegatewaytotherestofthebank,includingbranches,contactcenter,relationshipmanagers

Multimodalconversational

experiences(text,visual,voice)

Omnichannelexperiencesfor

customers,employeesandpartners

Intelligentproductsandservices

Useofdigitaltwinstosimulatebehaviorofcustomersandemployees

AI-powereddecision

making

AIorchestration(includingcopilotsandautopilotsthatorganizeworklows)

fraud

detector

Riskpolicyexpert

Ad-banner

AIagents(AI

thatspecializesinnarrow

domains)

Propertycollateralanalyzer

Fraudpatterndetector

Enterpriseknowledge

Testcasgenerat

skillscoach

recognition

Taxexpert

summarizer

LegalAI

Spend

search

Customeracquisition

Creditdecisionmaking

Monitoring

andcollections

Retention,

selling,upselling

Servicingandengagement

Predictiveanalyticsmodels

Streamlinedriskprotocols

Reusablecomponentsandservices

Informationsecuritystandardsandcontrols

AI

enablers

Core

technologyanddata

FinOps1LLM2LLMSecurity

orchestrationgateway

ObservabilityMachinelearningtoolstackoperations

IndustrialAIandmachinelearning

Searchandretrievalengine

DataDataVectorDataStructured

ingestionpreprocessingdatabasespostprocessingdatastorage

Enterprisedata

Tech-forwardstrategy(in-housecapabilitiesvsbuyingoferings;in-housetalentplan)

ModernAPIarchitecture

Intelligentinfrastructure(AIoperationscommand,hybridcloudsetup,etc)

Cybersecurityandcontroltiers

Core

modernization

Technologyandinfrastructure

Operatingmodel

Autonomousbusiness,technology,anddatateamsenabledbyAImodelsandagents

Moderntalentstrategy

Valuecaptureo代cetomonitortransformations

Platformoperatingmodel

Cultureandcapabilities

Agilewaysofworking

AIcontroltower

1Financialoperations,aframeworkformanagingtheoperationalcostsofcloudcomputing.2Largelanguagemodels.

McKinsey&Company

ExtractingvaluefromAIinbanking:Rewiringtheenterprise9

TheAIbankofthefuture

Tocreatesustainablevalue,banksneedtoputAIfirstandrevamptheentiretechnologystack.TheriseofinnovativetechnologiessuchasgenAIhaspromptedanupdatetothetechnologystackfromapreviousversionpublishedin2020,withnew

elementshighlightedinshadesofblue.

Engagementlayer

Bankswillneedtoreimaginehowtheyengagewithcustomers,makingtheirexperiencesas

intelligent,personalized,andfrictionlessaspossiblethroughtheuseofAI.Leadingbanks’customers

areexperiencinghuman-likeconversational

interactionswithAIviatextandvoicechatsandaremovingseamlesslyacrosschannelssuchasmobileapps,websites,branches,andcontactcenters,

thankstopowerfulAIcapabilities.

AI-powereddecision-makinglayer

Thebrainofthebank,thislayermakesand

orchestratesdecisions.Historically,banks

havefocusedondeployingtraditionalanalyticsmodulessuchasmodels,butasAItechnologiesmature,thislayerhasexpandedtoinclude

agentandAIorchestrationsublayersworkinginunisonwiththetraditionalanalyticslayertodrivesuperioroutcomes.

Coretechnologyanddatalayer

ThislayerincludesthetechnologyanddataneededforanAItransformation,includingreusabletools

andpipelinesequippedwithmachinelearningoperationscapabilitiesnee