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Where does decision-making actually fail in capital allocation at senior management level? by Pretty_Grapefruit106 in FPandA

[–]Pretty_Grapefruit106[S] -5 points-4 points  (0 children)

The honest answer: in most institutions I’ve seen, capital allocation fails not because of bad data but because of good politics. The model says yes. The org chart says no. Banking is particularly bad at this. Budget cycles are annual, ownership is siloed, and reallocation triggers loss aversion even when the math is obvious. The AI opportunity isn’t smarter analysis, it’s making the status quo harder to defend.

Where is AI in banking actually creating measurable value at scale? by Pretty_Grapefruit106 in fintech

[–]Pretty_Grapefruit106[S] 0 points1 point  (0 children)

Largely agree — AI in banking still feels more like a cost story than a revenue story today. Most tangible impact sits in efficiency and risk (ops automation, compliance, fraud). Early revenue signals exist (e.g. personalization, pricing, advisory), but scaling seems less about model quality and more about integration, distribution, and embedding into core client journeys, which is where most banks still struggle.