The financial services industry needs more than technology optimism

In a sector characterised by margin pressure, increasing regulatory requirements, and high customer mobility, being merely positive about technology is no longer enough. What truly matters is execution capability. I would highlight three areas that should now be high on the group executive agenda.

Digital resilience is a prerequisite for growth

Digital resilience is often discussed as a regulatory requirement or an IT responsibility. In practice, it is a core prerequisite for profitable operations and continued digital scaling.

When payment solutions fail, credit processes are delayed, or claims handling is slowed by system outages, the impact is immediate on customer experience, reputation, and cost levels. At the same time, increased dependence on external vendors and cloud infrastructure adds operational complexity.

For group executive management, this is not primarily about technology itself, but about risk management and prioritisation. An organisation that lacks control over its digital foundation will struggle to scale new initiatives without simultaneously increasing risk and cost.

Resilience is not defensive. It is a competitive advantage.

AI must be embedded in core processes – not treated as an experiment

Most banks and insurance companies have tested artificial intelligence. Many have achieved solid results in areas such as credit assessment, fraud detection, pricing, and customer dialogue.

The challenge now is not to find new pilots, but to integrate AI into core processes.

For top executives, this means asking tougher questions:

Which AI initiatives actually impact the cost base?
Which improve risk precision or capital utilisation?
Which deliver measurable effects on customer experience and loyalty?

AI that remains in the innovation portfolio creates learning. AI that is embedded in core processes creates structural impact.

This requires clear ownership, prioritisation, and a willingness to change ways of working – not just to test new technology.

Competition is defined by the customer’s best experience

Traditionally, financial institutions have measured themselves against one another. Customers do not.

For them, the reference point is the best digital services they use in everyday life. Seamless payments, instant responses, relevant recommendations, and minimal friction have become the expected standard.

This means that fragmented customer journeys, manual handovers, and siloed organisations are not just inefficient – they weaken competitiveness.

For group executive management, this is about more than new digital touchpoints. It is about organising the business so that data can be used across functions, decisions are made faster, and improvements happen continuously.