Ultimately, the success of future bank-fintech collaborations will depend on the ability of both parties to navigate the evolving regulatory landscape, prioritize customer needs, manage risks, and foster a culture of innovation and trust.

Capabilites are the building blocks that support both a coherent innovation strategy, and the successful execution of corporate strategy. Innovation is a key to long-term growth for all.

In this insightful article, "Contextualizing Artificial Intelligence Risk for Banks,” Avinash Singh cuts through the clutter by applying practical and fact-based global principles to improve understanding of AI's risk implications for banks.

But while the North American market has long been a hotbed of fintech innovation and deal-making, the market has its challenges, especially for fintech firms from outside of the US wanting to take advantage of the striking growth possibilities.

The partnership between Ulysses Partners and Pyze represents a significant advancement in operational efficiency and process optimization. Read more about the solution in this article.

Whether it's understanding the business context, prioritizing compliance, or building flexible tech stacks, these strategies are crucial for futureproofing fintech ventures.

Three proven ways for banks, insurers and asset managers to lay a foundation for innovation.

In this article, we look at three ways fintech companies can strengthen their resilience and navigate often overlooked hurdles to growth.

Viewing a Bank-Fintech partnership through the lens of 3 distinct phases can help understand and manage the complexity of these engagements. It helps underscore the value of continuously checking for strategic alignment and assessing for operational integration. It also helps understand where the common risks or pitfalls lie.

By leveraging Enterprise Low Code platforms and combining them with unique domain expertise and generative AI, banks can navigate away from the constraints of legacy technology utilizing a risk-conscious approach.

Managing innovation is about much more than managing processes. It is about creating the right conditions and support for people inside the organization to come up with new ideas.

The innovation process from conception to implementation is often challenging - and the outcomes are not guaranteed. Through carefully structured and systematic incorporation, an innovation management program can be embedded with alignment to sound governance and risk management processes.

Quantum computing is an evolving and maturing field and so is the underlying technology and its capability. Financial sector players that leverage their capability could develop a significant competitive advantage.

Key insights and snapshots from our event: Making Innovation Real in Financial Services - an Innovation 360 Group ® Circle

How reframing the conversation from scarcity to abundance, and by introducing the 4R model that goes beyond the traditional reduce, reuse, and recycle approaches, encourages organizations and leaders to embrace radical innovation.

There is almost weekly news of BaaS providers rescinding their services or laying off staff amidst stringent regulatory action. Could this mean the end of BaaS or is this a key phase?  

The arrival of ‘cloud computing’ heralded new opportunities for financial institutions and how they managed and store data. In this article we cover the intricacies of data sovereignty and its implications for global data transfers.

Innovation teams are under threat in many large Financial Services (FS) organizations. Principal, David Milligan, writes about why and shares insights from his 20 years of experience.

The best technology purchases happen at the intersection of business needs and technology capabilities. Knowing that sales representatives tend to technical specifications going in and understanding ways to steer the conversations and open a dialogue about the underlying business requirements of FS players will support sound decision-making in the high-stakes process of FS technology purchases.

Managing the risks associated with climate change is a strategic priority for financial institutions with most globally systemically important banks (GSIBs) committing to achieve Net Zero emissions by 2050.