Tag: ArtificialIntelligence

Enterprises love to call themselves Application Programming Interface (API)-first. However, almost none are ready for what is about to start calling those APIs. According to Postman's 2025 State of the API Report, 82% of organisations now describe themselves as API-first. It's a comfortable number to cite in a strategy deck. However, that number becomes far less comfortable when we ask what “API-first” was actually built to withstand.

When farmers take a photo of unfamiliar spots on a crop and ask a question on their phone, they’re not thinking about digital systems or models. Instead, they are looking for reassurance, guidance, and something they can act on before the problem spreads. Moments like these are becoming increasingly common as technology becomes a first stop for information and decision-making. This shift extends from the field to the clinic and the classroom. Yet whether that farmer gets a useful answer still often comes down to one simple factor: language.

From the Stoics and Ancient Egypt to Rome and Artificial Intelligence (AI), perhaps the greatest wisdom lies in learning to distinguish appearance from reality

Artificial Intelligence (AI) is no longer something financial institutions are preparing for. It is already embedded in how decisions are made, how products are designed and how risk is managed. Whether through fraud detection, algorithmic trading, customer engagement or compliance monitoring, AI is steadily reshaping the financial services sector.

From Ancient Egypt and the Stoics to Rome and Artificial Intelligence, humanity has never stopped asking what lies behind the extraordinary fact that we know we exist

Artificial Intelligence (AI) has moved quickly from novelty to everyday business infrastructure. It now sits inside email platforms, document systems, customer service channels, finance tools and analytics environments, influencing how decisions are prepared and how work gets done.

Financial leaders are now being asked to fund Artificial Intelligence (AI), govern it, and explain the value it creates. This isn't a simple technology question. In banking, it is becoming a test of leadership. AI is starting to influence decisions at the core of the business. These include credit, fraud, pricing, collections, customer engagement, compliance and operational resilience. These decisions affect customers, regulators, shareholders, employees and the institution’s ability to compete.

The cost of building something new has quietly broken from its twenty-five-year curve. Geopolitical fragmentation and AI-led disruption have merged into a single storm over every boardroom, and the assumptions baked into most innovation processes no longer match the world they are trying to navigate. What follows is the argument for why in-house innovation stalls under pressure, and what works instead.

In all the excitement about Artificial Intelligence’s (AI’s) transformative potential for our economies and the resultant efficiency gains, it is easy to forget that a business case is not necessarily the same thing as an investment case. While technologies can and do transform societies in deep and fundamental ways, it is less clear who benefits from the technology race.

If there is one thing organisations know well, it is that disputes are expensive. The expense extends beyond legal fees. It also includes management time, damaged relationships and strategic distraction. A supplier dispute that should take weeks can consume months of senior attention. For multinationals juggling cross-jurisdictional matters, the logistical burden alone can dwarf the value of the underlying claim.