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  "documentTitle": "The age of AI: Banking’s new reality",
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      "text": "Developing and enforcing standardized approaches, assets, best practices and principles for the deployment of solutions.\nEstablishing the frameworks and approaches for model risk management.\nSupporting vendor assessments.\nAssessing the talent impact.",
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      "text": "Establishing a strong strategy and oversight team is critical. This team should include leaders from the business, risk and technology sides of the bank, and its mandate should encompass strategy, policy, talent, technology, regulatory compliance and data.",
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      "text": "Some banks may consider having separate infrastructures for generative AI and traditional AI / data functionalities. However, this could cause strategic conflicts and make it more difficult to capture efficiencies. A single structure will drive the initiative.",
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      "text": "Not all implementations are economically viable at this time. However, the overall trend in generative AI implementation and consumption is towards lower costs and greater feasibility. The challenge for banks is to position themselves to capitalize.",
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      "text": "One of its first priorities should be the establishment of a generative AI center of excellence (CoE). This dedicated group will focus on generating business value by implementing the bank's generative AI strategy and cross-pollinating the technology throughout the bank.",
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