BankThink

Return-to-office mandates in the financial services world are based more on senior executives' "gut" feelings than on real data. In many cases their main effect is to add stress to the lives of front-line employees.

The biggest barrier to effective adoption of AI within banks is not the capability of the AI systems themselves, but the failure to recognize that the technology is only as good as the underlying systems it helps automate.

If the Federal Reserve wants to keep the U.S. dollar competitive in the 21st century it must move boldly to declare dollar-backed stablecoins equivalent to other forms of money.

Securities and Exchange Commission Chair Paul Atkins' effort to rein in the agency's bureaucrats is a welcome move. However, hundreds of firms damaged by unconstitutional prosecutions deserve public exoneration.

The Fed chair attributed recent rising bond yields to a strong economy. However, investors are probably also responding to other factors, including Warsh's own comments about potential changes to inflation measures.

In a new paradigm of anti-money-laundering compliance, success increasingly depends not on obtaining information faster, but on recognizing when machine-generated intelligence should not be trusted.

Community banks have long been reliant on — and constrained by — a handful of core-banking technology vendors. But enterprise artificial intelligence licenses offer the chance to transcend those limitations.

Rather than replacing bankers, artificial intelligence is likely to amplify their impact: strengths as well as weaknesses. This makes investing in employee development more important than ever.

The policies most community banks rely on for cyber liability, fidelity bonds and directors and officers insurance are full of overlapping exclusions, restrictive coverage sublimits and vague specifications. That can become an expensive problem.