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— strong figure titles and metrics make it a useful teaching example for evidence-driven slides, but the enumerative 10-trend structure and buried thesis make it a weak Storymakers exemplar for narrative arc.", "reviewedAt": "2026-04-24 10:36:42+00", "slidesSeen": 48, "suggestions": [ "Promote p.45's 'watershed year' thesis to p.2 and restructure the 10 trends as 3-4 MECE pillars (e.g., AI-led productivity / Risk & regulation / Tech & operating model) with a synthesis map up front", "Rewrite every 'Trend N | Topic' label as a declarative action title that states the so-what (e.g., replace p.23 'Trend 4 | A whole new way of working' with 'Only 26% of bank CEOs have a future-ready strategy — talent reinvention is the 2024 bottleneck')", "Add a prioritization/roadmap slide before p.45 that ranks the 10 trends by impact and urgency, and a concrete next-steps page replacing the current generic 'Continue the conversation' CTA" ], "closingScore": 58, "openingScore": 62, "topStrengths": [ "Strong data-driven figure titles that state the insight (p.7 'Banking is likely to be more profoundly impacted by gen AI than any other industry', p.33 new-banks-plummeted, p.42 cost-to-income flatline)", "Consistent use of concrete metrics in callouts (22-30% productivity, 72% risk-pros, $750M core replacement, 40% auto-code, 50% auto-loan lift) grounds each trend in evidence", "Case studies dropped at the right moments to illustrate abstractions (OCBC p.24, Commonwealth Bank p.39, Goldman Sachs p.40)" ], "topWeaknesses": [ "No BLUF / pyramid principle — the deck never leads with an answer; the exec summary is on p.45 of 48, not p.2", "Trends are enumerated, not synthesized: 10 parallel stories with no ranking, dependency map, or 'if you only do three things' filter", "Repeated reliance on 'Trend N | Topic' as a slide title (p.12, 13, 23, 27, 34, 37, 43, 44) — these are navigational labels, not action titles", "Section dividers are sparse and topic-named (e.g., p.10 'Capturing the digital dividend', p.21 'A whole new way of working') — no pillar-level insight carried at the divider", "Closing is an appendix + 'Continue the conversation' handshake, not a prioritized recommendation or decision framework" ], "narrativeScore": 55, "pillarCritique": "Dividers exist (p.5, p.10, p.14, p.21, p.25, p.28, p.31, p.35, p.38, p.41) but they are a topic dump — one per trend — not MECE pillars; the 10 trends overlap heavily (gen AI recurs across trends 1, 4, 5, 9, 10) so the structure is enumerative, not mutually exclusive.", "closingCritique": "p.45 offers a decent synthesis line ('2024 will be a watershed year… banks that master this juggling act will toast 2024') and p.47 has a 'Continue the conversation' ask, but there is no prioritized recommendation, no next-steps framework, and no memorable closing image beyond a generic CTA.", "openingCritique": "The first three slides establish stakes ('Age of AI', 'dramatically transform how banking does it') and p.2 anchors a $550B 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They are recruiting and training aggressively to acquire the experts they need as they scale the roll-out of AI. However, demand is likely to greatly exceed their availability. In addition, the most talented among them will prefer to work for firms that can offer careers leading to leadership roles. 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This is sure to change swiftly as organizations develop ambitious plans around AI. It is important that this strategy concentrates not only on the necessary changes in roles, tasks and skills, but also on how generative AI is likely to change the soul of the organization. We have been warning for years that banks, in their well-intentioned drive to digitalize, have become remote, impersonal and undifferentiated. Generative AI could exacerbate that. As banks define the objectives of their generative AI transformation, they are envisaging new human roles that include the introduction, management and governance of this innovation. Less obvious, but just as important, is how people will work alongside the machines to preserve the human face of the bank: be available to customers, maintain relationships, and show genuine empathy as they help to address their concerns. 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It has certainly moved a lot of risk outside the banking industry. This is evidenced by the growth of private equity players, especially in leveraged loan markets and private debt. 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