Banking, financial services, and insurance (BFSI) leaders are under pressure to modernize legacy estates, strengthen risk and compliance, and scale AI, all while delivering better customer experience and greater operating efficiency. Yet many AI and transformation efforts still break down at the seams between technology change and day-to-day operations, resulting in fragmented delivery and a slow path to value.

Bringing together technology, AI, and process transformation as one joined-up capability is how enterprises can move the transformation needle and measure it in business outcomes, not activity.

That gap is exactly what this virtual, analyst-led virtual roundtable is designed to address. It will pressure-test why AI at scale is so hard in BFSI, what “outcome-based AI-enabled transformation” should look like, and what it takes to make it real in operating models, governance, and delivery.

We will pressure-test four critical transformation questions:

1. Stitching AI and operations into one integrated managed services value story
   How do BFSI firms reduce handoffs and duplication by aligning AI and modernization programs with operations (front-, middle-, and back-office), while keeping accountability clear.
2. From “AI in pockets” to AI-enabled operating platforms
   What separates BFSI organizations that get stuck with isolated use cases from those that build AI-enabled operating platforms (e.g., decisioning, orchestration and knowledge workflows) that can scale across functions?
3. Modernization and ecosystem leverage
   Where do partnerships accelerate transformation (e.g., core/compliance/AML platforms, automation, conversational AI) and what governance is required so that they don’t become accidental sources of friction, risk, and confusion? What is a pragmatic approach to modernizing the ecosystem without causing turmoil.
4. Committed outcome-based delivery that’s credible in regulated environments
   Which outcomes are practical to contract for in BFSI, how should they be measured, and what must change in delivery governance when pricing and accountability shift toward outcomes? How do you navigate if vendors don’t fulfill their committed outcomes?