As financial institutions move agentic AI into core business, gains in growth, productivity and efficiency may bring consequences that are harder to see—and harder to contain. Within firms, greater autonomy could reshape jobs, decision-making, accountability and operational risk. Across markets and governments, it raises questions about oversight, stability and who is responsible when agents act across institutional boundaries. Closing this series, the session looks beyond the promised gains to ask who benefits, who bears the costs, and how leaders can recognise and govern outcomes they did not intend.

AI agents have made code cheap, but bank modernisation still stalls on requirements. Legacy rules sit in old code and people’s heads, and an agent cannot ask what a vague requirement means. It builds its guess into both code and tests, so the error passes every check. This talk presents a business-technology integrated toolchain that turns new processes and legacy rules into one business capability model: an unambiguous, traceable source for agents to generate code and tests.

Digital banking has largely been designed around customers visiting an app, comparing options and making a choice. If customers delegate those choices to agents, banks may have fewer direct opportunities to earn their attention and trust.

How will customers discover, select and remain loyal to financial providers when software mediates the relationship? Which interactions will people still want to handle themselves? This session examines how channels, service design and customer consent must evolve, and what institutions need to preserve a meaningful relationship with the person behind the agent.