The real challenge is doing it right and with the right partner

For years, digital transformation in banking was approached as a project. A plan with a beginning and an end. A set of technological milestones that made it possible to modernize systems, optimize processes, and gain efficiency for a reasonable period of time. Today, that logic is behind us.

Modern banking operates in a state of permanent transformation. Regulatory pressure, rising customer expectations, competition from new players, and the need to protect margins force financial institutions to continuously reassess how they operate. In this context, Artificial Intelligence has moved from being a promise to becoming a necessary condition for remaining competitive.

However, adopting AI is not enough. In fact, adopting it without clear criteria can create more problems than solutions. The real difference is no longer who adopts AI first, but who does it better— with a realistic, responsible vision and supported by the right expertise.

From technological fascination to responsible decision-making

In recent years, AI has taken center stage in speeches, presentations, and strategic plans. Predictive models, automation, intelligent assistants, advanced analytics—everything seems essential. But when these ideas are brought into real operational environments, reality proves far more demanding.

AI does not generate value on its own. It does so when applied to real processes, using reliable data, within regulated environments, and in line with the logic of the banking business. Many initiatives fail not because of a lack of technology, but because of a lack of understanding of the context in which they are deployed.

Banking does not need generic solutions or platforms designed for “any industry.” It needs a partner specialized in banking, with proprietary technology and no dependency on third parties—one capable of understanding the operational, regulatory, and commercial complexity of financial institutions and translating AI into tangible, sustainable results.

Regulatory and operational pressure as the real starting point

If there is one thing all financial institutions share today, regardless of size or business model, it is a constant sense of pressure. Regulatory pressure, operational pressure, and pressure to maintain ever-higher service levels with structures that do not always grow at the same pace.

Banking does not operate in a flexible environment. It operates within a supervised, audited, and highly regulated framework, where every process has legal, reputational, and financial implications. And paradoxically, many of these critical processes still rely heavily on manual tasks, human validations, and poorly optimized workflows.

It is in this context that Artificial Intelligence begins to play a key role—but also where many reasonable concerns arise among service buyers. Because not all AI is suitable for banking, and not all automation adds security.

From continuous work with financial institutions, it is clear that the biggest bottlenecks are often not found in core systems, but in back-office operations and cross-functional processes that connect areas, people, and decisions. Power-of-attorney validations that take longer than expected, claims that pile up without clear prioritization, low-quality fraud alerts that overwhelm teams, or mortgage files delayed due to a lack of structured information.

These inefficiencies do not only impact costs. They affect customer perception, team workloads, and operational risk. And this is where one of the greatest fears of financial institutions emerges: applying AI without losing control.

That is why today’s banking service buyers seek more than innovation. They seek certainty. The assurance that solutions comply with regulatory frameworks, integrate with existing systems, and do not create unnecessary dependencies. They look for partners who understand that, in banking, automation cannot be opaque or uncontrollable.

AI applied to the financial environment must be explainable, traceable, and governable. It must allow institutions to understand why a decision is made, how a case is prioritized, or which criteria are applied in a risk analysis. And above all, it must adapt to each institution’s internal policies—not the other way around.

Business Banking Innovation: innovation born from practice

Business Banking Innovation (BBI) emerges precisely from this reality. Not as a conventional technology unit, but as a specialized vertical designed to address the real challenges of modern banking.

BBI has been built on a deep understanding of day-to-day banking operations, shaped by the continuous work of a team with first-hand knowledge of the dynamics, requirements, and challenges financial institutions face today. This vision is led by professionals with prior experience in different roles and responsibilities within banking, enabling the design of solutions aligned with the sector’s reality—not from theory, but from years of accumulated practical experience.

This approach to innovation marks a clear difference. Solutions are not conceived in a technology lab, but from a thorough understanding of processes, bottlenecks, and real business priorities.

Proprietary technology as a strategic advantage

One of BBI’s key differentiators is the use of proprietary technology, developed specifically for the banking environment and without reliance on external vendors. This independence is not a technical detail—it is a strategic advantage.

It enables each solution to be adapted to an institution’s internal policies, integrated smoothly with legacy systems, evolved without technological lock-in, and managed with full control over data and processes. In an environment where technological sovereignty and regulatory compliance are increasingly critical, this adaptability is essential.

BBI does not offer closed products. It delivers configurable, evolving solutions aligned with the reality of each bank.

SwiftBankOps: operational efficiency with banking expertise

Within the BBI ecosystem, SwiftBankOps provides a direct response to one of banking’s biggest challenges: operational overload. For years, many administrative processes have grown in complexity without becoming smarter, consuming resources and diverting focus from core business.

SwiftBankOps enables end-to-end automation of banking processes by integrating technology, business rules, and AI into a single operational layer. The goal is not to replace people, but to free teams so they can focus on higher-value tasks.

The platform covers key processes such as account opening and closure, banking and corporate document control, arrears management, international transfers and trade finance, full probate processes, and mortgage management with a focus on post-signing customer loyalty and associated cross-selling.

All of this is delivered with full traceability, control, and alignment with each institution’s internal policies.

Automating without losing control

The value of SwiftBankOps lies not only in what it does, but in how it does it. Its modular architecture allows each process to be scaled and customized without rigidity.

Advanced OCR digitizes documentation and accurately extracts key information. Configurable business rules define validations, workflows, and exceptions based on internal criteria. Intelligent alerts anticipate incidents and deadlines, enabling proactive management.

The result is a more agile operation, fewer errors, greater control, and a more consistent and predictable customer experience.

BBI Services: AI applied to concrete problems

The evolution of BBI has led to specialized services that address highly specific challenges within the financial sector.

BBI ClaimOptimizer transforms claims management through AI applied to case classification, prioritization, and resolution, reducing claims traffic by up to 80% in a systematic, planned, and transparent way.

BBI FraudShield applies AI to early fraud pattern detection and intelligent alert analysis, strengthening security without compromising customer experience or daily operations.

BBI SmartScore improves information quality in financing processes by structuring and packaging customer data to act as an initial filter for personal loans, leasing, automotive financing, mortgages, and cards.

BBI Bastantia automates power-of-attorney and legal document validation, eliminating one of the major bottlenecks in banking back-office operations.

Choosing the right path for AI adoption

When adopting AI, many institutions face a strategic decision: develop internally, acquire generic solutions, or rely on a specialized partner. Experience shows that the latter is the most efficient option when the partner understands banking and provides proprietary technology.

A banking-specialized partner with proprietary, third-party-independent technology accelerates AI adoption without unnecessary risk, avoids external dependencies, and ensures adaptation to each institution’s regulatory and operational context.

BBI does not sell tools. It takes ownership of processes. It supports institutions from problem identification through daily operations, combining technology, services, and strategic vision.

AI as the invisible infrastructure of future banking

In the medium term, the real transformation AI will bring to banking will not be visible to the end customer. It will not appear as a new feature or a radical change in channels. Instead, it will become an invisible infrastructure, seamlessly integrated into internal processes, supporting daily operations without friction.

Institutions that move in this direction will not necessarily be those that talk the most about AI, but those whose processes work better quietly—resolving claims faster, managing risk more accurately, reducing operational times without losing control, and delivering a consistent customer experience over time.

In this scenario, AI ceases to be a differentiator and becomes a basic requirement. Just as no one today questions the need for robust core systems or strong regulatory controls, tomorrow intelligent, process-driven automation will simply be part of the operational standard.

That is why having a specialized banking partner with proprietary, third-party-independent technology from the outset is not only a short-term competitive advantage. It is a way to ensure that innovation becomes a solid foundation for future growth—without compromising control, quality, or trust.

A clear conclusion

Banking no longer asks whether it should adopt Artificial Intelligence. That decision has already been made. The real difference lies in how—and with whom—that journey is taken. Because AI, when applied without sector knowledge, can become a source of complexity. Applied with banking expertise, it becomes a lever for efficiency, control, and sustainable growth.

BBI represents this approach to innovation: specialization, proprietary technology, and real-world experience. Because in modern banking, innovation is not about experimentation. It is about making the right decisions.

Author: Javier Sáez – BBI Director