Banking Industry Update

The biggest disruption in banking may not be AI inside the bank. It may be AI sitting beside the customer. Depositors, borrowers, small business owners, employees, fraudsters, vendors, and competitors are gaining access to tools that can compare, calculate, draft, negotiate, simulate, and act. That changes the balance of information that banks have relied on for decades. At the same time, interest rates remain uncertain, deposit costs may not fall as quickly as many banks hope, loan demand may shift unevenly, and fraud is becoming more personalized, automated, and believable. Stablecoins add another strategic challenge. They were not designed to benefit banks, but banks may experience collateral damage as payments, liquidity, regulation, and customer expectations evolve around them. Bank leaders need a framework for adaptation urgently. However, they should not rush into agentic AI or poorly governed technology decisions. The best-positioned institutions will be those that learn quickly, govern carefully, and act deliberately. This is not about predicting the future with certainty. It is about helping bank leaders build institutional resilience, practical judgment, and competitive positioning for the next phase of industry change.

Topics covered in this course

• Economic Environment: What Rate Scenarios Mean for Banks
• Loan Demand: What Happens if Rates Fall - or Do Not
• Deposit Supply: Why the Old Deposit Playbook Is Breaking
• AI-Advised Customers: The Strategic Shift Every Industry Must Face
• Generative AI: Executive Productivity and Better Judgment
• Agentic AI: Test, Learn, Govern - Do Not Rush
• Stablecoins: Collateral Damage for Banks
• Fraud and Cyber Risk: AI Raises the Stakes
• Strategic Adaptation: What Bank Leaders Should Do Now

Who Should Attend

• CEOs and Presidents seeking strategic clarity in a rapidly changing banking environment
• CFOs and ALCOs managing interest-rate risk, liquidity, funding costs, and balance sheet strategy
• Chief Risk Officers and CCOs evaluating operational, fraud, compliance, and technology risks
• Chief Lending Officers assessing loan demand, credit quality, borrower behavior, and competitive pressure
• Retail Banking and Deposit Leaders defending and growing deposit relationships as customers become more informed and more mobile
• Chief Technology and Innovation Officers establishing practical AI learning and governance arrangements
• Board Members providing oversight as rates, technology, payments, fraud, and customer expectations change
• Compliance Officers preparing for evolving expectations around AI, fraud, digital money, and customer protection