IBM -对公业务 超越交易价值转向智能 Corporate banking beyond the transaction Value shifts toward intelligence

IBMInstituteforBusinessValue|ResearchInsights

Corporatebanking

beyondthetransaction

Valueshiftstowardintelligence

2

Abouttheauthors

ShankerRamamurthy

GlobalManagingPartner,

BankingandFinancialMarkets

IBMConsulting

/in/shankerramamurthy

JaredRorrer

ManagingPartnerFinancialServices,Americas

IBMConsulting

/in/

jared-rorrer-ba3535b4/

PaoloSironi

GlobalResearchLeader,

BankingandFinancialMarketsIBMInstituteforBusinessValue

/in/thepsironi

DianeConnelly

GlobalResearchLeader,

BankingandFinancialMarkets

IBMInstituteforBusinessValue

/in/diane-connelly-ibv

ShankerservesasIBMConsulting’sGlobalManagingPartnerforBankingandFinancialMarkets,witha

particularfocusoncorebankingmodernizationandpaymentstransformation.HeisamemberoftheIBMAccelerationTeamandawell-knownthoughtleaderwithmultiplepatents.Shankerhasauthoredseveralwhitepapersandwasrankedasoneofthe50mostinfluentialfinancialservicesconsultantsworldwide

byEuromoneymagazine.

JaredleadsIBMConsulting’sFinancialServices

businessintheAmericas,spanningbanking,

insuranceandfinancialmarkets.Hebringsmore

than20yearsofexperienceadvisingfinancial

servicesexecutivesongrowthstrategy,large-scaletransformation,technologymodernization,and

AI-enabledchange.PriortoIBM,Jaredspent

adecadeatAccenture,whereheheldsenior

leadershiprolesinbankingandcapitalmarketsandledsomeofthefirm’smostsignificantbankingclientrelationships.Hisworkfocusesonhelpingfinancialinstitutionstranslatenewtechnologiesandchangingmarketdynamicsintogrowth,modernization,and

measurablebusinessoutcomes.

PaoloisaGlobalResearchLeaderinBankingandFinancialMarketsattheIBMInstituteforBusinessValue.Aformerstartupentrepreneurandrisk

managerininvestmentbanking,heisarecognizedauthoronquantfinance,banking,andfintech

innovation.

Drawingondeepexpertiseinbankingandmarketingstrategy,Dianeexploreshowinnovation,emerging

technologies,andmarketdisruptionarereshaping

financialservices.Herexecutive-levelresearch

helpsleadersanticipatechange,identifygrowth

opportunities,andnavigatetransformation.Dianehasco-authoredinfluentialpublicationsthatinformseniordecision-makingandcontributetoglobalthought

leadershipacrossbankingandfinancialmarkets.

3

Contents

Foreword 5

Introduction

Reinventioninafragmentedworld 7

Partone

Ataninflectionpoint 8

Parttwo

Beyondincrementalchange 18

Actionguide

Meetthemoment 26

4

5

Foreword

Reimagineabank’srole

Justasconsumersdemandintuitiveaccess

topaymentsandservicesthroughmobileappsanddigitalplatforms—withoutwaitingfora

branchorcallcenter—CFOsandtreasurers

ofcorporationsincreasinglyinsistonequivalentspeed,personalization,andcontrolintheir

banking.Fragmentedprocesses,delayed

information,andpurelyin-personinteractionsnolongermeetthestandard.

ThisredesignisbeingacceleratedbyAI,

tokenization,andplatform-basedorchestration,whichareopeningnewavenuesforcorporate

clientstoconsumefinancialservices.The

engagementmodelisevolvingrapidly—from

traditionaldirectbankingrelationships,throughself-directedembeddedplatformservices,to

agenticAIthatenablesbankingclients

toself-orchestratethediscovery,selection,andexecutionoffinancialsolutionsinrealtime.

Whicheverpathexecutivestake,theapplicationofindustrystandardsisadvantageous

tostreamlinearchitecturaldecisionsthat

connectbusinessandtechnologyintentionalityinasinglevoice.

Thisstudyexaminesthatstrategicchoicefrom

theperspectiveofbothbanksandtheirclients.

Itshowshowdiverseindustriesarerethinking

bankingengagementmodels;whyproactive,

always-onadvisorysupportisbecomingasourceofdifferentiation;andhowtokenizationcan

improveefficiencywhilechallengingestablishedprofitpools.ItalsoexploreswhymanybanksmaystillbeunderestimatingAI’spotentialtocreate

newrevenuemodels—oreventodisintermediatetraditionalrelationshipsbyempoweringCFOsandtreasurers.Ourresearchalsoprovidespractical

actionsthatcanenhancethestrategicpositionofanyfinancialserviceprovider.

Clientsremaincommittedtotrusted

relationships,whichisthebackboneofbanking.Yettheynowexpectthoserelationshipstobe

embeddedwithinthedigitalworkflowsand

autonomoussystemsthatdrivetheirday-to-daybusinessperformance.

Forbankingexecutives,thestrategicchoiceis

clear.Onepathusestechnologymerelytomaketoday’soperatingmodelsfasterandless

expensive.Themoreambitiouspathdeploys

innovationtoreimaginethebank’srole—

becomingtheintelligentorchestrationlayerthathelpsclientsanticipatedisruption,unlock

workingcapital,manageriskdynamically,andcompetewithgreaterconfidence.

Weencourageyoutoviewthisreportasthestartofaconversationaboutwhatcorporatebankingisbecomingnext.Considerwhereyourinstitutionisstillconstrainedbyfragmentation,incremental

modernization,orlegacywaysofworking.

Thenaskhowyoucantakethefirstmeaningfulstepstowardthefuture—withclients,partners,technologyteams,andyourorganization.

TodBurwell

PresidentandCEO

BAFT(Bankers

AssociationforFinanceandTrade)

SteveC.VanWyk

ChairmanoftheBoardBIAN(BankingIndustryArchitectureNetwork)

6

Bankersmust

positionthemselvesastrustedpartnersinintelligence,risk,andexecution.

Key

takeaways

Corporatebankingclientsexpectgreatercontrol.

57%aremovingtowardself-directedmodelslikeplatform-firstengagementanddynamic,AI-drivenorchestrationofproductand

serviceconsumption.

Proactive24/7supportisthetopclientdemand.

BankswillneedAI-poweredcustomer

servicestodeliverit.

Profitpoolsandrevenuestreamsareshifting.

72%ofbankersexpectstablecoinstoboost

efficiency,while75%ofclientsexpecttopay

lessfortransactions.Whetherthatefficiency

accruestothebankorischallengedbyfee

compressiondependsonhowthebankdefinesitsroleinthetokenizedecosystem.

BankersareunderleveragingAI.

Fewerthan20%seerevenueastheprimaryoutcome,insteadfocusingonefficiencygains.

IntroductionInflectionpointBeyondincrementalchangeActionguide

7

Introduction

Reinventionina

fragmentedworld

Todaycorporatebankersmustdefendtheirrelevanceinnewways,

asincreasinglysophisticatedcorporatetreasuriesleveragerapid

technologicalchange.IndustryCFOsandtreasurersneedfasterliquidity,

moretransparentriskmanagement,andseamlessorchestrationacross

bordersandcounterparties.TheyseeAIasanopportunitytodynamically

selecttheoptimalmixoffinancialproductsandservicesforthelowestprice.Manyareinclinedtoself-directondigitalplatformsthatbundlemultiple

financialproviders.

Thisisnothinglessthanaparadigmshift.Astransactionsbecome

commoditized,bankersneedtoreinventtheirrole.Theymustintegrate

AIandtokenizationintotheirbusinessmodels,positioningthemselvesastrustedpartnersinintelligence,risk,andexecutiondirectlyembeddedinclientworkflows.

TworesearchsurveysfromtheIBMInstituteforBusinessValue(IBV)—

onewithcorporateCFOsandtreasurers,theotherwithseniorbanking

executives—revealhowcorporatebanksandtheirclientsarenavigating

rapidchange.TheanalysiswasconductedinpartnershipwithBAFT(BankersAssociationforFinanceandTrade)andBIAN(BankingIndustryArchitectureNetwork),tapping500globalCFOsandtreasurersacrossmultipleindustries,and250corporatebankersatinstitutionsglobally.Wealsoconductedeightin-depthinterviewswithbankexecutivestogatherqualitativeinsightsthat

informouranalysis.1

Thisstudythereforeservesasbothamirrorandaroadmapdetailingkey

challengesandhowbankscanaddressthem.InPartOne,weexplorehow

industryCFOsandtreasurersarerethinkingtheirbankingneedsandpriorities.PartTwodelvesintowherebanksaretodayandtheiroptionsforadjustment.PartThreepresentsanActionGuidetohelpthestrategicpositionofany

financialserviceprovider.Thebanksthatthrivewon’ttinkeraroundtheedgesoftheirrevenuemodel.They’llembraceentirelynewwaysofengagingwith

clientstobecometheirstrategicadvisorsandembeddedpartners,ratherthanjustdigitalfacilitatorsoftransactions.

IntroductionInflectionpointBeyondincrementalchangeActionguide

8

Partone

Ataninflectionpoint

CorporateCFOsandtreasurersarereadyfornew

approachesthatshiftthecontrolpointawayfrombanks.

Morethanhalf(54%)operatewithahybrid

modelthatcombinesrelationshipswithmajor

banksandanichesetoffinancialspecialistsfordefinedneeds(seeFigure1).Thesecompanies,almosthalfofwhichareglobalorinternationalplayers,workwithsevenbanksonaverage.

Somemaintainasmanyas16bankingrelationships(seeFigure5).

Suchfragmentationisnotaccidental.Itreflectstheuniquerequirementsoftradefinance

solutions,supplychainprograms,andcashmanagementacrossdifferentregions.

Yetthismulti-bankrealityalsocreatesfriction:duplicatedprocessesandinconsistentdata

thatslowdecision-making.Thesearepreciselythepainpointsthatdigitalsolutions

canresolve.

Inoursurvey,CFOsandtreasurerssaytheyexpecttoday’shybridmodelprevalencetohalve.Oneinthreesaytheyplantomove

towarddynamicorchestrationinwhich

AIempowersthemtomanageroutingof

payments,liquidity,treasuryoperations,and

financingneedsinnearrealtime.Another24%wouldpreferaplatform-firstecosystemmodelinwhichmulti-bankdigitalplatformsbecomethecoreinterface.

“Iexpectmanyofthemostvaluable

innovationstoemergenotfrombanksactingalone,butfromecosystems

thatbringtogetherbanks,technologyproviders,andcorporatecustomers.”

AleemShamji,ManagingDirector,TechnologyBanking,HSBC

IntroductionInflectionpointBeyondincrementalchangeActionguide

9

“AIhelpscorporatetreasuryteamsshiftfrommanaginginformationtoactingoninsights,movingfromwhathappenedyesterdayto

whatmayhappentomorrow.”

RachelleHildyard,ManagingDirector,GlobalFIGandCorrespondentBanking,Scotiabank

Figure1

Readyforchange:CorporateCFOsandtreasurerswantgreatercontrolofbankingrelationships

21%

13%

14%5%

ConsolidatedFragmented

2%24%

AI-leddynamicHybrid

orchestration

24%

12%

Platform-first

33%

54%

CurrentmodelPreferredmodel

IntroductionInflectionpointBeyondincrementalchangeActionguide

Perspective

Emergingmodelschallengebankstoevolve

Inthemodelmostwidelyusedtodayforcorporatebankingservices,

companiesturntoaprimarybankforthemajorityoftheirfinancialneedsandengagespecialistsonanas-neededbasis.Somefirms,instead,workwith

asmallnumberofrelevantbanksandintegratethemtightlyintotheir

processes.Othersoperateinamorefragmentedlandscape,leavingbankingselectiontogeographicalandbusiness-specificneeds.However,ourstudy

pointstoanemergingpreferenceforplatform-firstanddynamicorchestrationmodelsthatde-centeranysinglefinancialinstitution.Thesemodelsallow

corporateclientstousetheirownAItoolsormulti-bankplatformstoselectandrouteservicesindependently.

Traditionalmodels

Hybrid

Corporatebankingclientsrelyonaprimarybankprovidingmostneededservices.

Theyalsoreachouttospecialistsorlocalprovidersfordifferentiatingservices.

Consolidated

Corporateclientsworkwithfewcorebankswhoseservicesaredeeplyandstrategicallyintegratedintotheirprocesses.

Fragmented

Corporateclientsmanagebankingrelationshipsinadecentralizedmanner,accordingto

geographicalneedsorbusinessactivity.

Emergingmodels

Platform-first

Corporateclientsleveragethird-party

digitalplatformsthatintermediatebanksandembedmultipleproviderssuchassupplychainandtradefinancecounterparts.

AI-leddynamicorchestration

CorporateclientsleverageAIandagenticAItoorchestratewithgreatautonomytheiraccesstofinancialproductsandsolutions.

Theydynamicallyselecttheoptimalprovidersforserviceslikepayments,liquidity,funding,orFXhedging.

10

11

IntroductionInflectionpointBeyondincrementalchangeActionguide

Platform-firstmodel

AI-leddynamicorchestrationmodel

IntroductionInflectionpointBeyondincrementalchangeActionguide

12

Convenience,advice,insights

CorporateCFOsandtreasurersincreasinglyexpectseamlessconsumer-

gradeconvenience,intuitiveuserexperiencesandreducedcomplexity

thatdeliverreal-timevisibilityacrosssecureddigitalchannels—without

extensivetrainingorrequiredworkarounds.Theyarealsolookingforbanksthatprovidetimelyadvisoryandproactiveriskmanagementinsights

(seeFigure2).

Intradefinanceandsupplychainprograms—wheredecisionsfrequently

involvemultiplebankingcounterpartsandregulations—strategicadvisoryhasbecomemorecriticalthaneverbefore.Ascashflowforecastinghasbecomesignificantlymoredifficult,thereisgrowingdemandforworkingcapital

modelingpairedwith24/7proactiveclientsupport(seeFigure3).

Figure2

Mostrelevantfactorsinfluencingcorporateclients’

02

Embedded

cybersecurityondigitalchannels

Tailoredsolutionswithstrategic

industryinsights

Globalnetworkwithprovencross-bordercapabilities

07

Trustedcustodyforfinancialanddigitalassets

>

choiceofprimarybankingrelationships

01

Intuitiveuser

experienceonsecureddigitalchannels

03

Proactive

advisoryandriskmanagement

support

0405

06

Partnershipintechnology

transformationroadmaps

13

IntroductionInflectionpointBeyondincrementalchangeActionguide

Morethan70%ofsurveyedCFOsandtreasurersrankscenariomodelingandforecastingatthetopoftheirinvestmentpriorities.Bycombiningdeep-tierdataplatformswithAI-drivenanalytics,companiescanrundynamic

“what-if”simulations,stress-testfundingneedsundervariousscenarios,andmovefromreactivecashmanagementtoproactiveliquidityplanning.

Traditionalforecastingmodelsoftenfallshortbecausetheyrelyon

incomplete,delayed,orsiloeddataacrosscomplexsupplychains.This

makesithardtoanticipatesuddenshiftsindemand,paymenttimings,orsupplierdisruptions.Deep-tiersupplychainfinancesolutionsaggregategranular,real-timedatafrombeyonddirect(Tier1)suppliers,providing

previouslyinvisibledetailsoninventorypositionsandpaymentbehaviors.

Figure3

Topcontributionsofprimarybankstotheefficiencyofcorporateclients’financeandtreasuryoperations

02

Timely

forecastingofcashflowsandworkingcapitalgaps

04

Fullreal-timevisibilityof

transactionprocessing

01

Proactive24/7clientservicessupport

06

SimplifiedonboardingandKYC

processes

03

Integrationanddeep

automationwithERP

05

Strategic

businessandtechnology

07

Tokenizationsolutions

IntroductionInflectionpointBeyondincrementalchangeActionguide

14

Tokenizationandstablecoins

CorporateCFOs,treasurers,andbanking

executivesareoptimisticaboutthepotential

valueoftokenizationandpaymentstablecoinstoboostefficiencyandorchestratetradeand

supplychainfinanceoperations(seeFigure4

aboutstablecoins).Butthetwocarrymateriallydifferentconsequencesforthebank’s

balancesheet.

Thesearedifferentpropositions,andtheypull

thebankindifferentdirections.Tokenizing

assets—fromreceivablesandinvoicestotrade

instrumentsandwarehousereceipts—changeshowcollateralanddocumentationmove.Itis

largelyadditivetothefranchise.Atokenized

depositchangestherail,notthemoney:the

balanceremainsaliabilityoftheissuingbank,

availabletofundlendingandinsidethe

regulatoryperimeterthebankalreadymanages.Astablecoinpayment,ontheotherhand,isa

claimonanissuer,backedbysegregated

reservesheldoutsidethebank’sfundingbase.

Figure4

“Tokenizeddepositsbring

aconcreteadvantagefor

workingcapital:becausetheinstrumentisdigitalend-to-end,productscanbeissuedfarfasterthanthrough

traditionalchannels.”

SridharSomaraju,DirectorofTransformation,BusinessBanking,NationwideBuildingSociety

Mostbankersexpectstablecoinstounlockefficiencygains—whilemostcorporateclientsexpectlowertransactioncosts

28.0%

72.0%

AgreeDisagree

Bankers

Stablecoinswillimproveefficiency

inclients'treasuryandfinanceoperations

IndustryCFOsandtreasurers

75.0%

25.0%

Stablecoinswillreduceclients'costpertransactions

IntroductionInflectionpointBeyondincrementalchangeActionguide

Efficiencygainedthroughtokenizedassetsand

tokenizeddepositsaccruestothebank.Efficiencygainedthroughastablecoinpaymentcanaccruetotheclientwhilethesettlementbalance—and

thefundingitrepresents—migrateselsewhere.Forbanks,findingtherightpostureisessentialtobuildinganeconomicmodelthatscales.

Withregardtofee-basedrevenuestreams,

IBMIBVresearch

2

ontokenizationfoundthat

corporatebankersidentifythesetopfour

opportunities,inorderofpreference:fastcross-borderpayments,liquidityandworkingcapital,programmability,andcustody.Thedefensive

opportunityalsocarriesvalue:issuingtokenizeddepositstokeepcorporatesettlementbalancesonthebank’sownbalancesheetwhilematchingthe24/7programmabilityclientsareaskingfor.Formostcorporatebanks,thedepositfranchiseisworthconsiderablymorethanthefeepool

beingconsideredasareplacement.Tocompeteinthetokenizedeconomy,banksmustapply

theircorestrengths—trust,regulatoryexpertise,andbalancesheetcapacity—tobothhalvesof

thatresponse.

Corporatebankers’fee■basedprioritieswithtokenization:

1.Fastcross■borderpayments

Chargingfeesfortokenized,real-time

cross-bordertransactionsthatbypass

traditionalcorrespondentbankingdelaysandcosts.

2.Liquidityandworkingcapital

Offeringfee-basedservicesthatprovideinstantvisibilityofcashflowsacross

supplychainflows.

3.Programmability

Generatingrecurringfeesfrompaymentsolutionsthatautomatecondition-baseddisbursements,invoicefinancing,and

workingcapitalmanagementviasmartcontracts.

4.Custody

Earningfeesforholdingtokenizedassetsanddigitalinstruments—securities,tradedocuments,andcollateral—onbehalfofcorporateclients,includingthekey

managementandcontrolenvironmentinstitutionalclientsrequire.

15

IntroductionInflectionpointBeyondincrementalchangeActionguide

Figure5

Percentageofcorporateclientsworkingwithmultiplebanks

Percentage7%13%16%16%15%9%9%5%2%ofclients

12345678910111213141516

Numberofbanks

Figure6

Distributionofcorporateclientsservedperbank

Percentageofbanks

35

3032%

25

26%

20

15

14%

10

056%

4%

00

0-2k2k-4k4k-6k6k-8k8k-10k

Numberofcorporateclients

SmallbanksMid-andlarge-sizedbanks

Mean

MedianMax

10%

4%

1%1%

10k-20k20k-30k30k-40k40k-50k

Globalbanks

=3,000

=9,400

=400,000

2%

>50k

16

IntroductionInflectionpointBeyondincrementalchangeActionguide

Figure7

Mostbanksnow

allowcorporate

clientstoself-directviaadigitalplatform

Under

development

Availablefor

21%

selectedservices

Evaluating

development

11%

57%

efor

rvices

Availablmostse

11%

40%

14%

46%24%6%

SignificantlyModeratelyMarginally

Figure8

Corporateclients

expectgrowing

relianceonself-directedbankingservicesvia

digitalplatforms

20262030

70%

17

IntroductionInflectionpointBeyondincrementalchangeActionguide

18

Parttwo

Beyondincrementalchange

Corporatebanksareinvestingintechnologytofuel

changeandreconcileanypotentialdisconnectsbetween

whatcorporateclientsincreasinglywantandhowbanksareservicingthemnow.Ourresearchrevealsanotablehesitationinbankers’scopeandambitionwithrespecttoAI.

Theopportunitynowathand

Theopportunityforbanksmasteringnotonly

digitalchannelsbutalsoplatformorchestrationextendswellbeyondfinancingitself.Trade

financeisexecutedwithinadensewebof

operationalcomplexity:documentpreparationandverification,customscompliance,

sanctionsscreening,orinsurancecoordinationacrossmultiplejurisdictions.Banksthat

historicallyfocusedonprovidingonlythe

financialinstrument—theletterofcredit,the

guarantee,thereceivablesfacility—leftthe

surroundingoperationalburdenentirelywiththeirclients.Thisisparticularlyonerousfor

mid-marketcompaniesthatlackthespecialistheadcountoflargemultinationals.

Themostinnovativefintechshiftshave

beenfueledbytheconvergenceoffinancial

capabilitiesandadjacentoperationalservicesintoasingleintegratedexperience—think

payrollprocessingandaccounting,butalso

inventorymanagement,orpre-validatedimportcompliance.Theresultisastickierrelationship,higherperceivedvalue,andadefensiblemarginstructurethatpurebankingproviderscannot

replicate.

Thisbundledvaluepropositioncantransform

thebankfromatransactionalcounterparty

intoanembeddedpartnerthatjustifiesa

fundamentallydifferentconversationabout

pricingandrelationshipdepth.Thequestionforbankingexecutivesisnotwhethersuchservicebundlingopportunitiesexist,buthowquickly

theycanbuildorpartnertoseizethembeforeothersdo.

“Thekeyquestionisnot

relationshipversusdigital—itishowtocombineboth.

Digitalenablesscaleand

efficiency,butcomplex

decisionsstillrequiretrustandhumaninteraction.Thechallengeistodeliverhigh-techalongsidehigh-touch.”

JulianoMarcatto,HeadofInternationalBusiness,BancodoBrasil

IntroductionInflectionpointBeyondincrementalchangeActionguide

19

Revenuegeneration

BanksareinvestinginAI—butcautionbecomesevidentwhentheyassessAI’stransformative

potential.Fewerthan20%viewrevenue

generationasaprimaryoutcomeofAIadoption.Theoverwhelmingemphasisremainson

efficiencygainsthroughautomation,costreduction,andimprovedriskmanagement.

Thisreflectsabroadermindsetamongbankers:theyaremorecomfortableusingAItodo

existingactivities,fasterandcheaper,thantocreateentirelyneweconomicmodelsinaheavilyregulatedenvironment.

Whenbankersdoconsiderrevenue-related

opportunities,theirtoppriorityistoimprove

relationshipmanagementandadvisoryservices(42%).ManyseeAIasapowerfultooltodelivermoreproactive,data-drivenadvicetocorporateclients.Forexample,flaggingpotentialliquidityshortfallsorsuggestingoptimalhedging

strategiesbeforetheclientevenraisestheissue.AbouthalfexpectAItohelpthem

organizeclientworkmoreefficiently(49%).

By2030,bankersalsoseeagrowingroleofAIwithrespecttodealorigination(24%).They

looktobetteridentifyhiddencross-selling

opportunitiesandimprovewinratesby

analyzingclientbehaviorandmarketsignals.

“Asmanualprocesses

becameautomated,

treasurersgainedmore

timetofocusonstrategicmatters.Thisshifthas

madetheadvisoryroleofrelationshipmanagers

moreimportantthanever.”

JayDavenport,Co-HeadofGlobalCorporateSales,BankofAmerica

Figure9

Efficiencyisthemostcommongoalforbankers’AIadoption

Current

55%

27%

18%

2030

43%

36%

21%

OperationalefficiencyRiskandcomplianceRevenuegeneration

IntroductionInflectionpointBeyondincrementalchangeActionguide

20

Operationalefficiency

Currentinvestmentsalsoreflectanorientationtowardstreamlinedsupporttoolssuchas

chatbotsandAI-poweredintelligentassistants(36%),aswellasmoredigitalclientonboarding(26%).Roughly68%ofbankersalsoreporttheyalreadyofferdigitalplatformscoveringmost

services(11%)orselectedofferings(57%)tocaptureclientflowswhileachievingmore

streamlinedoperations(seeFigure7).

Whiletheseinvestmentsimproveday-to-day

tasks,theyremainrelativelyincremental.Moremustbedonetofullyaddressclients’demandforembeddedfinancesolutionsthatintegratedirectlyintoERPsystemsandautomate

financingdecisionswithinprocurementandsalesworkflows.Bankersarenotunaware.

Theyrecognizeagapinintegratingwithclientoperationsforembeddedfinanceasthetopprioritytobeaddressed(56%).

Tokenizationstandsoutasthenextopportunitywherebankscanfindgreaterefficiency.

Manyinstitutionsarelookingatpaymentsand

settlementreconciliation(48%)aswellastradefinancedocumentation(47%).Theseare

areaswheretokenizationcanreducemanual

processing,acceleratesettlement,andimprovetransparencyacrossmulti-partytransactions.

Interestingly,morethan70%ofbankers

recognizetheimportanceofunifyingownershipofAIandtokenizationinitiativestounlock

strategicvalue.Unifiedgovernancecanhelp

todeliverreal-time,programmablesolutionstocorporateCFOs.Essentially,AIandtokenizationshouldnotbeviewedasseparatetechnologicaladvancements.Whenthoughtfullydesigned

andimplemented,theyarecomplementary

capabilitiesthatbankscanintegrateto

strengthenrelationshipswithcorporateclients(seePerspective,“Howtokenizationfuels

agenticAI”).

“Weareseeingaclearevolutionfromtraditionaltreasuryoperationsto

real-timetreasury—andnowto

AI-poweredtreasury.”

AshutoshKumar,ManagingDirectorandHeadofTransactionBankingforAsia-Pacific,Mizuho

21

IntroductionInflectionpointBeyondincrementalchangeActiongu