2026年银行业生成式AI潜能变现提速之路研究报告（英文版）-

Acceleratingthe

PathfromGenAI

Potentialto

ProfitinBankingJanuary2026By

Davids

Tjhin,Tushar

Agarwal,

Harish

Koundinya,Sai

Prasad

Kolluri,Asif

Saleem,and

Kunal

TalwarBostonConsultingGroupBostonConsultingGroup

partnerswith

leadersin

business

andsocietytotackletheir

mostimportantchallengesand

capturetheirgreatestopportunities.

BCGwasthe

pioneer

in

businessstrategywhenitwasfoundedin

1963.Today,weworkcloselywithclientstoembraceatransformational

approachaimedatbenefitingallstakeholders—empowering

organizationstogrow,

buildsustainablecompetitiveadvantage,anddrive

positivesocietalimpact.Ourdiverse,globalteams

bringdeepindustryandfunctional

expertiseanda

rangeofperspectivesthatquestion

thestatusquoandsparkchange.

BCG

delivers

solutionsthrough

leading-edge

managementconsulting,technology

anddesign,andcorporateand

digitalventures.We

work

ina

uniquelycollaborative

modelacrossthefirm

andthroughoutall

levelsof

theclientorganization,fueled

by

thegoalofhelpingourclientsthrive

and

enablingthem

to

maketheworlda

better

place.GoogleCloudGoogleCloudisthe

newwaytothe

cloud,

providingAI,infrastructure,developer,data,security,andcollaboration

tools

builtfortodayandtomorrow.Google

Cloud

offersa

powerful,optimizedAIstackwithitsown

planet-scale

infrastructure,custom-builtchips,generativeAI

models

anddevelopment

platform,aswellasAI-poweredapplications,to

helporganizationstransform.Customers

in

morethan

200countriesandterritoriesturnto

Google

Cloudastheirtrustedtechnology

partnerThis

reportistheoutcomeofacollaboration

betweenGoogleCloud

and

BCG.BCGContents01Introduction02

Thetrueopportunity

of

(Gen)AIfor

Banks03

Whatisdriving

the

gap

between

potentialand

performance?04Rethinkingthe

pathto

get

aheadwith

(Gen)AI05

GenAI&AgenticAITechnologyfor

Banking06

Calltoaction:The

Scaling

AI

PlaybookArtificial

Intelligence(AI)has

reshaped

financialservicesoverthe

pasttwodecades.Today,the

paceof

changeisacceleratingonce

again.PredictiveAI

helpedfinancialinstitutionsdefendagainst

digitaldisruptorsandstreamlinetheiroperations.Thearrivalof

generativeAI(GenAI)amplified

bothopportunity

and

risk—raising

newquestionsaboutvaluecreation,trust,and

responsibleadoption.AgenticAIstretchesthefrontierfurther.

Byenablingsystemstoactautonomously,agenticAI

moves

beyond

analysisintoaction,turninginsightintoexecution.Leadersacrosstheindustry

recognizethatAIwilldrive

a

fundamentalshiftin

howfinancialinstitutionsoperate,compete,andcreatevalue.

In

BostonConsultingGroup’s

(BCG)

2025globalsurveyof1,250executives,75%

ranked

AIandGenAIamongtheirtop

three

strategic

priorities

for

theyearahead.Withinfinancialinstitutions,65%seesubstantialvalue

potentialinGenAI.Companiesare

doublingdownontheirGenAIinvestments,which

are

expectedtoincrease

by60%inthe

next3years.Despitethis

remarkable

paceand

promise,wefindsignificantgapsstill

remaininginturning

promiseintorealizedvalue.WhileAIistransforming

businessesfaster

thanever,only51%of

financialinstitutions

report

having

realizedanyvaluethusfarfromtheirAIinitiatives.Of

this51%,

just3%of

financialinstitutions

haveachieved

valuefromAIatscale.These‘future-built’

leaders

havedevelopedthe

rightfoundations—robustdataarchitecture,

governance,andtalent—andare

now

pullingahead

oftheir

peers.Afurther48%ofbanksare

beginningtosee

early

results,

but

haveyettoscaletheirinitiativesordemonstrateconsistentoutcomes.

Meanwhile,the

remaining49%still

struggletocapturetangible

returns,

reporting

minimalrevenuegainsorcostefficienciesdespite

significant

spending.Inthe

lastthreeyears,future-builtfinancialinstitutions

havegrownfasteranddeliveredstronger

shareholderreturnscomparedto‘laggards’—the

bottom49%.IntroductionBOSTON

CONSULTING

GROUP

+GOOGLE

CLOUD

ACCELERATING

THE

PATH

FROM

GENAI

POTENTIAL

TO

PROFIT

IN

BANKING

4Theseinstitutions

haveachieved3.5xfaster

revenuegrowthanddelivered

2.2x

highertotalshareholder

returns

overthe

lastthreeyears.This

performancegapisfurther

exacerbated

byGenAIandagenticAIwhich

aretransforming

howfinancialinstitutionscreateandcapture

value.GenAIisexpandingthescopeof

whatfinancialinstitutions

canachieve.

By

leveraging

large

language

models(LLM)and

multimodalarchitectures,

bankscan

nowgenerate

contentwith

prompts,extractinsightsfrom

unstructured

data,andcreateconversationalinterfacesthattransformcustomerinteractions.Leadingglobal

bankinginstitutions

havealreadydeployed

GenAIfor

personalized

product

recommendationsinprivate

bankingandAI-poweredcustomerassistancein

retail

banking,enhancing

productivityandelevatingcustomerexperiences.AgenticAI

pushesthis

progressionfurther

byactingautonomouslyand

proactively.AIagentscan

help

banksobserve,

plan,andexecuteactionsthrough

applicationprogramminginterfaces(APIs)thatarecontinuouslylearningandoptimizingoutputs

basedonfeedback

in

real

time.Today,AIagents

make

up

17%of

thetotalAIvaluein

banking—withitsshareexpectedtoalmostdouble

toreach

29%

by

2028.Leadingfinancialinstitutionsarealreadyseeing

returns.Onaverage,these

banks

have

realizeda

2.4%increasein

revenueand4.2%

reductionincost—nearlydoublethat

achieved

by

laggards.Leadersare

reinvestingthese

returnsin

newAIcapabilities.

These

leadersarespending

moreon

ITas

a

share

ofrevenue,andallocatingagreater

share

of

the

IT

budget

to

AI.

By

2028,future-built

banksexpecta9.3%

revenueincreaseand

12.3%cost

reduction,

bothsignificantly

higher

thanthe

projectionsoflessAI

matureinstitutions.Financialinstitutionsthatactearlywillstrengthentheirpositionwithinthisvirtuouscycle,whilethosethat

hesitate

riskfallingfurther

behindasthevaluegapwidens.Source:

BGG

Build

for

the

Future

2025Global

Study

(n=147for

global

financial

institutions,

n=38for

APAC

financial

institutions).1Future-built:

Build

for

the

Future

Maturity

Score

75-100,Scaling:50-74,

Laggards:0-49.2Financial

Institutions.33-year

revenuegrowth,3-yeartotalshareholder

return,comparing

Future-built

vs

Laggards

among

global

financial

institutionsEXHIBIT1TheAIvaluegap

for

Financial

Institutions3%48%49%50%50%Future-built1Scaling1Laggards1In

APAC,

financialinstitutions

are

unlockingvalue,but

notyetatscaleFuture-built

FIs2aregrowingfaster,deliveringgreater

returnsGlobally,3%of

financial

institutionsareachieving

AI

value

at

scaleScaling1Laggards1BOSTON

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5Totalshareholder

returns3Fasterrevenue

growth33.5x2.2xGlobal

FIs2APAC

FIs2To

understand

howAIis

reshapingfinancialinstitutions,wedrewonourglobal

research

and

experiencefromover

200AIanddigitaltransformation

programsworldwide.Ouranalysis

buildsontheinsights

of1,250C-suiteexecutivesandsenior

leaderssurveyedin

2025acrossindustriesand

regions.Wealsoengaged

10+

Indonesian

leadersandexperts

ondigitalandAIin

bankingto

better

understand

localnuancesand

perspectivesonAIadoption,challenges,andopportunities.This

blendedapproachgave

us

aholisticviewofhowAIisdriving

measurablevalueforfinancialinstitutions,andwhere

Indonesiastandsinthisjourney.IndonesianAIanddigital

leadersin

Banking

interviewedBOSTON

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FROM

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POTENTIAL

TO

PROFIT

IN

BANKING

6Revenue

Increase1Cost

Reduction2IT

budget20253Share

for

AI4Revenue

increase1Cost

reduction2

AI

Laggards

AI

LeadersSource:

BCG

Buildforthe

Future

2025GlobalStudy

(n=147

Financial

Institutions).1What%of

revenue

growth

did

you

achieve/project

in

2024,

2025

&

2028

(in

%

of

annual

revenue)

through

AI

efficiency

gains?.2What%of

cost

reduction

did

you

achieve/project

in2024,2025&

2028

(in

%

of

total

op.

expenses)

through

AI

efficiency

gains?.3Whatisyourcompany

Is

approximate

IT

budget

(%

annual

revenue)in

2025.4What%of

yourcompany

Isoverall

IT

budget

in

2025

is

dedicated

toAI?Leadersexperience

avirtuouscycle

of

AIvalue

creation

by

reinvestingfunds1,000+200+50+10+Ourfindingsdrawonglobal

researchgrounded

in

local

perspectives...fuelinghigherinvestments...Companies'CXOsanddigital

leaderssurveyed

annuallyover10yearsEven

highervalueexpectedAIanddigitaltransformations

deliveredgloballyAPAC

Banksand

Financial

InstitutionssurveyedHighervaluerealized2028202410.5%9.5%12.0%

12.3%4.9%

5.1%EXHIBIT21.0x1.8x1.9x1.1x1.1x1.1x9.3%8.6%1.3%2.3%4.2%2.4%EXHIBIT3In

Banking,

majorityof

AIvaluewillcome

from

customer

relationships,customerservice,innovation,

and

ITShareof

AIvalueThetrueopportunityof(Gen)AIforBanks

>70%

u

Source:

BGG

Buildforthe

Future

2025Global

Study

(n=59forglobal

Banking).1Pleasedistribute

100%acrossthefollowingfunctions

regardingvalue

(value

comprisestopline

growth

and

cost

reduction).

2Includescustomer

journey,sales,digital

marketing,and

pricing.sdneiocttencxpfue4etopvalfroof31%AI

has

longsince

movedfromexperimentationtoexecution,andwearealreadyseeingits

tangible

impact

in

(future-built’

banks.

In

2025,

leadingfinancialinstitutions

inAPACexpectto

realizeanaverage

5.8%

revenueincreaseand8.6%cost

reductionattributable

toAI.AI-driveninitiatives

have

helpedthese

banksachievehigher

revenueandgreatercostsavings,with

more

than

70%of

thatvaluecomingfromapplicationsincustomer

relationships,customerservice,

R&D/innovationand

IT

operations.BOSTON

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GROUP

+GOOGLE

CLOUD

ACCELERATING

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PATH

FROM

GENAI

POTENTIAL

TO

PROFIT

IN

BANKING

7Customerrelationships2R&D/InnovationCustomer

serviceOther

supportOthercore15%19%14%11%11%ITthevolumeof

queries

routedto

human

representatives.

Customerserviceagentscan

now

prioritizethosewithmorecomplexquestionsor

needs.

Eachcaseisenriched

withAI-generatedsummariesandsuggestedsolutions,

allowingforfaster

resolutionandimprovedcustomerexperience.•Marketing.GenAIis

acceleratingcontent

creation,

unlocking

25%-35%

processefficienciesin

marketing.GenAItoolsaresupporting

marketersinthe

production

ofadcopy,emails,andsocial

mediacontent,speedingup

processeswithoutcompromisingonquality.WithAI-drivenanalytics,

marketerscanconduct

more

precise

segmentationandtargetingtodeliver

bettercampaign

resultsand

more

relevant

messagingtocustomers.These

usecasesare

justthetipof

theiceberg,capturingonlyafractionof

whatis

possiblewithAI.

Evenfuture-built

institutions

have

notfullytappedintothe

potentialof

AI.AsGenAIandagenticAIcapabilities

mature,

applications

willextendfar

beyond

justautomationand

contentcreation—pushing

banksto

rethink

howtheyapproach

theiroperationsandsustainvalue.GenAI

providesfinancialinstitutionswith

newwaystopersonalizeexperiences,automateworkflows,andenhancedecision-making.

Byfocusingon

high-value

use

cases,

banksstandto

benefitfromstrongeroperationalefficiencyandgreatercustomersatisfaction,with

benefits

alreadyseenacross

multipleindustries:•Private

banking.GenAIisdriving

personalization

and

improving

productivity

by

upto

25%in

private

banking.

GenAI

hasthecapabilitytosynthesizedatasuch

asclient

histories,

productinformation,andthe

latestindustry

research.Thisempowers

relationship

managers

toacceleratethecreationofpersonalizedoutreachmaterialsandoffers.Automated

reportgenerationand

AIcopilotsfurtherstreamlinefollow-upcommunication

anddocumentation,improvingclient

relationshipsthroughdeeperengagementandfreeing

capacityto

pursue

new

leads.•Customerservice.AIis

reducingcall

handlingtime

by

15%-20%and

loweringoperationalcosts

byapproximately30%incustomerservice.AI-augmented

triageandself-service

recommendations

have

reducedAdoptionscore11-2.32.3-2.82.8-33-3.33.3-5Source:

BGG

Build

for

the

Future

2025Global

Study

(n~=100for

Financial

Institutions).1"What

is

your

current

level

of

adoption

of

AI

in

this

workflow?"

Answers

range

from

1-Not

adopted

to5-Fully

deployedEXHIBIT4Most

banks

haveyetto

unlock

potentialfromfull

range

ofuse

casesAI-augmented

agent

supportAI-drivenserviceinsightsAutonomousAI

agentsAI-poweredfield

service

planning

&dispatchAlassistantfor

onsitefieldtechnicians

TargetedoutreachCampaign

performanceoptimizationBranch&digital networkoptimization

Bankingsales

optimization Loan

pricing

Dynamicinterest

rate

managementPersonalized

customerengagementAI-powered

sentimentanalysisFinancial

product

innovationRisk&fraudintelligenceAI-basedportfoliomanagementPredictivemarketinsights AI-driven

fraudriskscoringAI-basedtransactionsLoanunderwritingDebtcollection

&

recoveryCustomer

JourneyR&D/InnovationSalesCredits&

LoansPricingCompliance&RiskManagementTransaction&PaymentServicesCustomerServiceDigital

MarketingBOSTON

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+GOOGLE

CLOUD

ACCELERATING

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PATH

FROM

GENAI

POTENTIAL

TO

PROFIT

IN

BANKING

8AIischangingtherulesofcompetitionAIoffers

remarkableopportunities,

butitalso

presentsa

double-edgedswordinachangingcompetitive

landscape.

Onone

hand,it

bringssignificantopportunitiesforgrowth

andefficiency.

Butontheother,itchallengestraditionalbanking

modelsandintroduces

new,

rapidlyevolvingpotentialfordisruption.GenAIand

agenticAItools

are

introducing

newformsof

competitionthat

bankscan

no

longerafford

toignore.Historically,

banks

have

benefitedfromcustomerssticking

toonefinancial

provideroutof

convenienceandfamiliarity.

This

howeveris

no

longerthecase,asAI-poweredagentsmakeiteasierforcustomerstoexplore

and

compare

offeringsfromavarietyofbanks.Banks

havealso

reliedoncomplex

ratestructures,fees,

and

lendingtermsthatcreated

pricing

powerthroughopacity.

ButAI-driventransparencyisdismantlingthisadvantage,

helpingcustomers

make

moreinformeddecisionsand

pushing

bankstocompeteon

pricing

andintangiblevalue.

Digital

platformsarealsodeployingAIto

deliver

personalizedservicesthatdrawcustomersawayfromtraditional

bankingchannels.Withallthesechallengesat

play,

banks

are

nowin

a

race

toembedAIintotheiroperations.Thosewho

laginthis

race

risk

losing

relevanceina

marketplacethatisincreasinglydriven

byintelligentsystems.BOSTON

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+GOOGLE

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ACCELERATING

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PATH

FROM

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POTENTIAL

TO

PROFIT

IN

BANKING

9Insufficient

C-levelAIimaginationgapWeakdata

foundationsFragmented Scarce

AI-ready

talent"Itis

verydifficult

toevenstarta

pilot…[leaders]don'tunderstandthebenefit

of

AI

""Wehavedone

AI

fraud

identificationand

AML

…thatisonlybasic

AI

""There

isno

clearownershipofdata""Withoutusingcloudsystematically,

doing

AI

isalot

harder

because

youcannotuse

models,APIs,etc.

""Thetalent

is

not

here[in

Indonesia]…wecannot

finddatascientists""[Teams]are

workingin

silos…

eachspawning

theirownideas

""Therearemanypilots"[We]struggleto"Becauseof

data"Weareengaging

vendorsgoingon…fordigitalimplementbusinessresidencyrules,we

mustforprojects,butwillneeddocumentprocessing,intelligence/analyticsusehybridcloud,whichinternalcapabilitiestoHR,internalchatbotsduetodata

gaps…letmakestechinvestmentmake

AIsustainable

"…butnoholisticroadmap

"alone

AI"morecomplex"9xLaggards

less

likelyto

reportthatC-suites

aredeeplyengagedintheAI

program(vs

Future-built)144%of

AIinvestmentstodayfocusedon

individualproductivity,not

transformative

initiatives2Only10%ofbankshavefullydocumented

data36xLaggards

lesslikelyto

havecentral

AI

platforms(vs

Future-built)42/3ofFinancialInstitutionsshared

difficulties

hiringAItalent5Whatisdrivingthegapbetween

potentialandperformance?1"HowwouldyoudescribeyourC-suite's

mindsetand

ownership

around

Agentic

AI”.2"Which

of

the

following

statements

best

describes

the

focus

of

AI

adoption

in

your

company?"

BCG

Build

for

the

Future

2025

Global

Study(n=45

FinancialInstitutionsforthisquestion).3BCG

Future

of

Finance

2025Global

Study4"Has

your

company

adopted

platform

thinking

for

AI

deployment?"

BCG

Build

for

the

Future

2025

Global

Study

(n=64

Financial

Institutions

for

this

question)

5BCGAIin

Financial

Institutions

2025GlobalStudyEXHIBIT55

key

drivers

ofthe

gap

between

Future-built/leaders

and

laggardsGettingaheadof

thecurvewilldepend

on

howwell

banks

canidentifytheir

blindspots,takethoseinsights,and

use

themtoinformAI-drivenstrategies.Our

research

pointstofive

underlyinggapsthatexplainwhy

manyfinancial

institutionsstruggletoturnintentintooutcomes.BOSTON

CONSULTING

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+GOOGLE

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ACCELERATING

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TO

PROFIT

IN

BANKING

101sponsorship&weakgovernancetechnologystack3542InsufficientC-LevelsponsorshipandweakgovernanceDespitethe

rising

potentialof

AI,

business

leadersarehesitanttoengageinAI-drivenactivitiesandinitiatives,

particularlythosecenteredaroundGenAI.AcrossIndonesia’sfinancialsector,

relativelyfew

leaders

havetakenonanactive

roleindrivingAI

adoption

across

their

institutions.

Laggardsare9times

less

likelyto

reportthat

theC-suitearedeeplyengagedinAI

programs,

compared

againstfuture-builtorganizations.ManyC-levelexecutives

haveyettodevelopthetechnical

knowledge

neededtofullygrasp

howAIcapabilitiescandeliver

meaningfulimpactontheiroperations.Thisknowledgegap

limitstheirabilitytochampionAIinitiatives

andinvestmentsorshapegovernanceframeworks.Evenamongthe

moretech-savvy

leaders,thereis

agrowingconcernoverGenAI’scurrent

limitations

andethical

risks.

Lookingat

LLMsasanexample,these

models

can

hallucinateand

produceinaccurateor

non-factualcontentwhen

not

properlycontrolled.

LLMsalsostillstruggleto

process

real-timedatafeedswhichisacritical

capabilityinsomefinancialapplications.Asa

result,

many

bankstendtotreadcautiouslywhenitcomestoinvestinginAIsystemsandtools.

Indonesianbanksareadoptinga‘wait-and-see’

approach,

positioning

themselvesas‘followers’

ratherthan

leaders.

Insteadofinvesting

heavilyintechnologytheyare

unsureabout,these

banksarechoosingtowaitfortangible

proof

of

value

beforecommittingtoinvestmentsinGenAI.BCG’sAI

Radar

2025surveyfoundthatwhileoneinthree

companiesintheAsia

Pacific(APAC)

region

plantoinvest

morethan

USD25

millioninAI,andthreeinfourcompanies

plantoincreasetechinvestments.

However,

Indonesian

banks

remaincautious.This

hesitationiscostingthem

bothtimeandvalue,ascompetitors

are

scaling

upaggressively.For

many

Indonesian

banks,AIis

notyeta

leadershippriority.C-suite

levelattention

remainsdividedacrosscompeting

prioritiessuchas

maintainingefficiencyinadynamic

macro-environment,ensuringcomplianceinan

evolving

regulatory

landscape,anddrivingdigitizationand

tech

resilience.

Becauseof

this,AIinitiativesareoftenconfinedtoinnovation

labsorstaywithinthe

purviewof

chief

informationofficers(CIOs)andchief

data

officers

(CDOs)—limitingcross-functionalvisibility.This

lackof

ownershipandgovernance

hastangible

consequencesforfinancialinstitutions:•Noclearsuccessmetrics.

Nearly

60%

of

financialinstitutions

haveyettodefine

key

performanceindicators(KPIs)orfinancial

metricstotrackAIoutcomes.Without

measurablegoals,

bankswillstruggle

toseethe

returnoninvestment(ROI)thatAI

can

deliver.•Weakgovernancestructures.

Many

banks

have

not

establishedformalgovernance

modelsforAIor

have

foldedthemintoexisting

ITanddigital

governancepolicies,oftenwithoutC-levelownership.•Limited

business-tech

collaboration

and

funding.

Theabsenceof

C-levelownershipcreatesfragmentation

incollaboration

between

businessandtechteams,puttingAIadoptionatthe

bottom

of

the

businesspriority

list.One

banking

leaderweinterviewedsharedthat

“[thetechteam]

needstocollaboratewithbusinessestodefine

usecasesclearly

[but]

business

unit

leadersfocusonlyontheir

respectivedomains.”Without

a

unifiedapproachtoAIfromthetop,AI

championsstruggletosecurefundingfor

projects.

Many

Indonesian

banksstilldo

not

havededicatedfundingto

mobilizeAI

projects

beyondthe

pilotstagewithteamsfindingit

difficultasthey

havetocompetewith

business

unitsor

functionalteamsfor

resources.While

beingcautiousis

understandable,

leaderswhoareoverlycautiousarecreating

barriersto

progress.

UntilAIbecomesa

business

priorityorC-levelexecutives

starttakingownershipof

AIinitiatives,

Indonesian

bankswill

not

realizethe

potentialvalueof

AI.TheAIimaginationgapThe

powerthatAIandGenAI

havetodisrupt

banking

hasnotgone

unnoticed.

Nearly90%ofbusiness

leadersexpect

the

majorityof

AI’svaluetostemfromstep-changeimprovements.

Despitethis,44%of

AIfundingcontinuesto

focusonindividual

productivitygains

ratherthancompany-

wideefficiencies.BOSTON

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11ManyAI-driveninitiativesaredesignedtotackletask-level

issues,asopposedto

reinventing

keyfunctionsor

creating

entirely

newwaysof

workingthatsupportcompany-level

innovation.Thisis

largelydriven

bythefactthatindividual

productivity

gains

have

proventheirworthacrossvariousoperationalareas.

Infact,

many

banksare

nowshiftingtheirAIfocusto

isolatedapplicationssuch

as:•Knowledgesynthesis.

Banksare

now

automatingdocument

reviewsandanalysissuchasthe

examination

of

commercial

loanagreements.•Creativetasks.GenAItoolssupport

marketingand

communications

professionalsincontentgeneration.•Workflowautomation.

Low-codeor

no-codeautomationcan

beappliedto

repetitive

processes,

streamliningworkflows.GenAIisgrowing

beyondthese

nicheapplications,expandingintocorefinancialworkflows

particularlyinareasof

customerengagementandservice.

Banksare

now

usingAIto

powerautonomouschatagents

capable

ofengagingcustomers

beyondscripteddialogues.AItoolsare

also

being

usedtoapprove

loansin

realtimeand

automate

document

processing.In

practice,thisallows

bankstoofferthe

same

level

of

persona