From experimentation to production deployment at scale

Such a foundation is crucial if the sector is to evolve from experimentation and AI curiosity to something more substantial and committed. It will involve establishing frameworks and architectures that facilitate AI-assisted or driven change rather than tinkering at the edges or trying to force cutting-edge technologies into well-established existing systems. 

The idea of radical transformation might be met with caution by the sector. However, the change certainly doesn’t need to be risky, and won’t inevitably exacerbate today’s very real security and commercial concerns. With an iterative approach that is supported by knowledgeable and experienced technology partners, it’s possible to manage inflationary input pressures while also maintaining the necessary agility to evolve and adapt.

Yes there are many unknowns at play here as Champagne highlighted in his comments to the BBC. However, there is no need for panic. Deutscher Bank CEO Christian Sewing’s words to journalists, for instance, were a helpful contrast. Mythos is “certainly not something that's causing panic or setting off any alarm bells on our end right now,” he said, “but it's definitely ​something we need to keep in mind in our day-to-day risk management and that's exactly what we're doing." 

Considering day-to-day risk management is a good way to begin and to frame longer-term strategic thinking. It grounds your leadership in what you do know and what you and your teams actually can do. That’s essential if you’re to be effective.