The Banking Executive Magazine - September 2025 Issue

Rethinking Risk and Strategy centers, or rely on cheap financing in global hubs like London and New York can no longer be taken for granted. Nor is the ability to invest in emerging markets and repatriate re- turns assured. For Arab banks, whose business models have historically combined regional specialization with interna- tional reach, these changes carry sig- nificant implications. Institutions must now weigh the benefits of cross-border operations against the risks of fragmentation. They must also evaluate how local and regional strategies can provide resilience in a world of fractured global flows. UPDATING ANALYTICAL TOOLS The third imperative for leaders is the constant updating of analytical tools. In the era of artificial intelligence, this requirement has become even more pressing. AI offers the ability to process vast datasets with unprece- dented speed and sophistication. For banks, this can mean faster assess- ments of credit risk, sharper evalua- tions of investment opportunities, or earlier detection of compliance is- sues. Yet technology is not a substi- tute for judgment. Without careful attention to data quality, method- ological soundness, and the contex- tual nuances of local markets, the BANKING EXECUTIVE 42 ISSUE 201 SEPTEMBER 2025