Bankers across the globe are signalling a strategy shift. While optimizing costs is still the top priority, complying
with regulations and innovation that strengthens their competitive edge are gaining focus. This comes against the backdrop of AI being as prominent as cybersecurity at banks and the recruitment of AI talent being called out as the most challenging. These findings are part of insights revealed in the fourth edition of the Infosys Bank Tech Index.

Efficiency remains at play, but compliance and innovation scores

Globally, banks have been focused on reducing costs this past year. Until recently, banks in the US turned to optimizing costs as they faced a deposit flight-led liquidity crisis that resulted in shrinking net interest margins, even while non-performing assets were trickling up.

Regulatory compliance has become a top priority for banks as they navigate an increasingly complex regulatory landscape related to AI, resilience, and open banking. Banks continue to invest in technologies and processes designed to ensure adherence to regulations, safeguarding their operations and fortifying customer trust.

On the other hand, innovation is driven by the need to stay competitive in a rapidly changing market. The Infosys Bank Tech Index underscores the importance of innovation in driving growth and differentiation. For instance, Citibank has embraced blockchain technology for cross-border payments, significantly reducing transaction times and costs.

Moreover, the interplay between innovation and compliance is reshaping the future of banking technology. While innovation fuels growth and differentiation, compliance ensures stability and trustworthiness. Banks are increasingly investing in technologies that enhance their capabilities and ensure adherence to regulatory standards. This balanced approach is crucial for navigating the complexities of modern banking.

Talent is hard to find

Skilled talent is in short supply, and competition for this talent has intensified. In Europe, nearly half of businesses struggle to recruit people with STEM- proficient talent (science, engineering, technology, and mathematics). In the US, 45% of STEM employees with a PhD are foreign-born. Australia exemplifies this challenge; the country aims to cultivate 1.2 million tech workers by 2030 but currently faces a shortfall of approximately 160,000 skilled professionals.

Banks are struggling to find the right talent in this competitive market. They compete with each other, fintech companies, and large tech firms to fill this limited talent pool. While historically, factors such as the size of the bank and longevity determined customer loyalty, today’s customers prioritize convenience and digital excellence. To meet these expectations, banks must innovate continuously while effectively aggregating and analyzing data.

Partnering for enhanced outcomes

Banks are turning towards continuous learning initiatives and strategic partnerships to bridge the talent gap and drive innovation effectively. For instance, Barclays’ Digital Eagles program aims to upskill employees in digital and cybersecurity skills. Such platforms can provide employees with continuous access to the latest training resources, allowing them to stay updated with the rapidly evolving fields of AI and cybersecurity. These platforms can be tailored to the bank’s specific needs, ensuring that employees receive relevant and practical training. Another example is ANZ Bank. The bank plans to train 3,000 leaders on accelerating AI adoption at scale at its new AI Immersion Centre. While training is a great way to close the talent gap, building a training programme and training employees takes resources and time.

Partnerships also play a crucial role in enabling banks to adopt new technologies swiftly while mitigating associated risks. Collaborations foster cross-pollination of ideas among diverse teams, driving innovation through shared expertise. Infosys has trained over 250,000 employees across various departments in generative AI—an initiative that exemplifies how diverse skill sets can lead to richer outcomes tailored to meet societal needs. Furthermore, banks are increasingly engaging with specialized firms for specific technological needs; for instance, one bank partnered with a cybersecurity firm to effectively validate its AI systems against regulatory guidelines.

The central role of AI

The subtle shift from cost-optimization towards regulatory compliance and innovation reflects broader trends reshaping banking strategies across regions. Increased investment in AI technologies coupled with challenges related to talent recruitment necessitates a comprehensive approach that prioritizes training and collaboration.

Banks adopting an AI-first strategy experience more robust outcomes. By integrating AI into their operations, these institutions can achieve continuous cost transformation while simultaneously enhancing regulatory resilience. Early adopters such as DBS Bank in Singapore have reported improved operational efficiency and agility, enabling them to seize growth opportunities from market fluctuations while ensuring regulatory compliance.

For banks to navigate the trinity of costs, compliance, and innovation, they must embrace a balanced approach that integrates technological advancements with strategic workforce development initiatives.

About Author

Jay Nair is Senior Vice President and Industry Head for Financial Services in Europe, Middle East, and Africa. Additionally, he also leads the UK Public Service business for Infosys. He is also part of the Supervisory board for Stater (which is largest independent end-to-end service provider for the mortgage market in the Benelux). He is based in London UK. He has spent close to three decades in Engineering -both in process control engineering and since 1999, within the BFSI (Banking, Financial Services and Insurance) sector. Jay has extensive experience in Business and Technology Consulting, Practice development, Engineering and Largescale enterprise-wide technology program management. He has led global teams and programs around in the Americas, Europe, India, China, LATAM, and the Asia Pacific. He has post graduate qualifications in both Software Engineering as well as Business Management.