AI in Private Banking and Wealth Management Research
About your organisation
Where are you located?
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Asia
Europe
MENA
North America
Other
A. Which of the following best describes your organisation? (Select one.)
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Global private bank
Regional or domestic private bank
Private banking or wealth division of a universal bank
Standalone private bank
Independent wealth manager
Other
B. Approximately how much in assets does your organisation manage or advise on? (Select one.)
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Less than US$10 billion
US$10 billion to US$50 billion
More than US$50 billion to US$100 billion
More than US$100 billion to US$250 billion
More than US$250 billion to US$500 billion
More than US$500 billion to US$1 trillion
More than US$1 trillion
Prefer not to say / do not know
C. Which best describes your own function? (Select one.)
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Business leadership, strategy or commercial — CEO, Head of Private Banking or Wealth, Head of Distribution, Chief Strategy or Commercial Officer
Technology, data, digital or transformation — CIO, CTO, CDO, Chief AI Officer, Head of Transformation
Risk, compliance, legal or model risk — CRO, Chief Compliance Officer, General Counsel, Head of Model Risk
Advisory, investment or relationship management
Operations
Other
AI implementation, priorities and barriers
Q1a. Does your organisation currently have any AI initiatives?
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Yes
No current AI initiatives.
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Q1b. What best describes your organisation's current stage of AI implementation? (Select all that apply.)
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Evaluating potential applications
Running early-stage pilots
Limited production deployment — live, but confined to a small group of users
Production deployment in several functions or teams
AI deployed at scale across the organisation
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Q2a. Is your organisation currently piloting or using AI in any area?
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Yes
No current pilots or deployments.
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Q2b. In which areas is your organisation currently piloting or using AI? (Select all that apply.)
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Relationship management and advisory:
advisor-facing - client meeting preparation, advice generation, client correspondence, next-best action
Investment research and portfolio management:
research, portfolio construction, product selection, investment analytics
Client-facing digital channels:
website, app and in-product experiences - discovery, guidance, self-service
Client service and support:
client enquiries, service requests, account and reporting support
Operations and transaction processing:
trade processing, reconciliations, settlements, workflow automation
Risk, compliance and controls:
suitability, trade and conduct surveillance, regulatory reporting and control testing
Client onboarding, KYC and financial crime:
onboarding, identity checks, AML, fraud and transaction monitoring
Sales, marketing and communications:
lead generation, content production, outbound client campaigns and newsletters
Finance, strategy and management:
planning, forecasting, management information, internal decision support
Technology and data:
software development, data engineering, data management, IT support
Other
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Q3A. Where do you believe AI has the
greatest
potential to create value for your organisation over the next three years? Please select your first choice.
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Increasing advisor capacity and productivity
Increasing revenue from the existing client book, through greater product penetration or share of wallet
Improving the client experience and personalisation
Serving new or currently underserved client segments economically
Retaining assets through generational wealth transfer
Attracting and retaining advisor talent
Improving cost-to-income
Other
Q3B. Where do you believe AI has the
second-greatest
potential to create value for your organisation over the next three years? Please select a different answer from your first choice.
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Increasing advisor capacity and productivity
Increasing revenue from the existing client book, through greater product penetration or share of wallet
Improving the client experience and personalisation
Serving new or currently underserved client segments economically
Retaining assets through generational wealth transfer
Attracting and retaining advisor talent
Improving cost-to-income
Other
Q4. Where has your organisation committed its greatest AI investment to date? (Select one.)
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Relationship management and advisory:
advisor-facing - client meeting preparation, advice generation, client correspondence, next-best action
Investment research and portfolio management:
research, portfolio construction, product selection, investment analytics
Client-facing digital channels:
website, app and in-product experiences - discovery, guidance, self-service
Client service and support:
client enquiries, service requests, account and reporting support
Operations and transaction processing:
trade processing, reconciliations, settlements, workflow automation
Risk, compliance and controls:
suitability, trade and conduct surveillance, regulatory reporting and control testing
Client onboarding, KYC and financial crime:
onboarding, identity checks, AML, fraud and transaction monitoring
Sales, marketing and communications:
lead generation, content production, outbound client campaigns and newsletters
Finance, strategy and management:
planning, forecasting, management information, internal decision support
Technology and data:
software development, data engineering, data management, IT support
No current pilots or deployments
Other
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Q5. Where do you expect your organisation's next significant AI investment to be made over the coming 12 months? (Select one.)
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Relationship management and advisory:
advisor-facing - client meeting preparation, advice generation, client correspondence, next-best action
Investment research and portfolio management:
research, portfolio construction, product selection, investment analytics
Client-facing digital channels:
website, app and in-product experiences - discovery, guidance, self-service
Client service and support:
client enquiries, service requests, account and reporting support
Operations and transaction processing:
trade processing, reconciliations, settlements, workflow automation
Risk, compliance and controls:
suitability, trade and conduct surveillance, regulatory reporting and control testing
Client onboarding, KYC and financial crime:
onboarding, identity checks, AML, fraud and transaction monitoring
Sales, marketing and communications:
lead generation, content production, outbound client campaigns and newsletters
Finance, strategy and management:
planning, forecasting, management information, internal decision support
Technology and data:
software development, data engineering, data management, IT support
Other
Q6A. What is the
biggest
obstacle to moving AI into wider production in your organisation? Please select your first choice.
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Risk and compliance concerns
Absence of an architecture or governance framework that could be defended to a regulator
Data quality or availability
Technology or integration challenges
Lack of a clear business case or suitable use cases
Internal skills, resources or budget
Senior management alignment
Uncertainty over build versus partner strategy
Advisor adoption
Other
Q6B. What is the
second-biggest
obstacle? Please select a different answer from your first choice.
*
Risk and compliance concerns
Absence of an architecture or governance framework that could be defended to a regulator
Data quality or availability
Technology or integration challenges
Lack of a clear business case or suitable use cases
Internal skills, resources or budget
Senior management alignment
Uncertainty over build versus partner strategy
Advisor adoption
Other
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Q7. For AI tools already made available to advisors, what proportion of relevant advisors use them at least weekly? (Select one response.)
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More than 50%
25% to 50%
Less than 25%
Too early to assess
Do not know
Q8. What is the single most important lesson your organisation has learned so far from implementing or evaluating AI?
Q9. What would make the greatest difference in helping your organisation move AI into production or deploy it more widely?
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