5 digital transformation projects in the banking sector

1. Industrialize generative AI and agentic AI in banking processes

Artificial intelligence in banking is no longer an isolated experiment. French institutions are scaling up, with a marked shift from GenAI to agentic AI, capable of performing complex tasks autonomously. For example, Societe Generale details how artificial intelligence is put at the service of customers and employees, on use cases ranging from document synthesis to advisor assistance.

The priority projects currently cover:

• Automating transaction and claims processing;
• Credit risk analysis and fraud prevention using predictive models;
• Regulatory compliance (KYC, AML/CFT, supervisory reporting);
• Decision support for advisors via internal co-pilots;
• Monitoring customer satisfaction and semantic analysis of verbatims;
• Next-generation chatbots and virtual assistants.

This dynamic is part of a context of massive investment: Bpifrance is deploying €10 billion to develop the AI ecosystem and support the appropriation of artificial intelligence by French companies, including banks. Continuous training accompanies this rise in power, since the banking sector is gradually integrating AI into its business frameworks, both in finance and compliance.

This transformation frees up advisory time for high value-added tasks, reinforces operational excellence and makes controls more reliable.

2. Redesign the customer journey around omnichannel

To remain competitive with neobanks, traditional players must offer a unified journey between branch, web, application and customer relationship center. The challenge is real: Crédit Agricole is openly facing the digital challenge of neobanks on products as structuring as real estate loans, which have traditionally been the preserve of physical networks.

The functional building blocks now expected by customers:

• Fully paperless account opening with AI identity recognition;
• Electronic signature and biometric authentication;
• The continuity of the journey between mobile application, web space and branch advisor;
• Instant access to consolidated wealth data;
• Autonomous management of payment methods.

This overhaul is based on a decompartmentalized vision. The end of siloed work between marketing, IT, compliance and the branch network directly conditions the fluidity felt by the end customer.

3. Enrich mobile applications and support digital payment

The mobile application has become the bank’s first showcase. Digital payment uses are becoming widespread in France: 63% of French consumers say they know and use mobile payment, a sign that banking applications must absorb much more than the historical functions of consultation and transfer.

The French are generally receptive, even if mobile payment is attractive, but some obstacles remain, particularly in terms of the perception of security. On a continental scale, mobile payment in Europe will continue to grow in 2025, and digital services will sustainably transform payment habits in France by 2026.

The expected differentiating features:

• Intelligent budget management with automatic categorization of expenses;
• Online subscription of savings, credit and insurance products;
• Contactless payment, wallets and instant transfers;
• Real-time card blocking and unblocking;
• Conversational assistants capable of responding to complex requests.

Independent rankings, such as those of MoneyVox on bank applications, have become a strategic indicator monitored by marketing and digital departments.

4. Strengthening risk management, cybersecurity and infrastructure resilience

The increasing reliance on digital technology exposes banks to a major operational risk. The episode of the massive slowdown in interbank transfers expected around the Easter weekend of 2026 on institutions such as Société Générale, Crédit Agricole and BNP Paribas illustrates the criticality of payment infrastructures and the need to invest in their resilience.

The projects to be carried out in parallel:

• Real-time big data analytics for fraud detection;
• Predictive models of credit granting and provisioning;
• Cybersecurity hardening, SIEM monitoring, and privileged access management;
• Continuity plans and regular failover tests of critical systems;
• Use of blockchain to track certain transactions in a secure way.

These topics are part of risk management and usefully rely on tools such as Security Information Event Management (SIEM) or IAM/PAM management. Outsourcing certain projects via cybersecurity entrusted to an interim PMO makes it possible to accelerate compliance while securing the trajectory.

5. Capitalize on open banking and fintech partnerships

A concept now enshrined in European regulations, open banking allows institutions to share financial data via open APIs with the customer’s consent. Traditional banks are no longer pitting fintechs against each other: they are relying on them to enrich their offer.

Option Finance’s analysis highlights that artificial intelligence is now becoming established in the banking professions, creating natural bridges with specialized technological partners. Typical use cases:

• Multi-bank account aggregators integrated into the customer area;
• Cash management tools for corporate clients;
• Affinity insurance products embedded in the banking process;
• Instant payment or short-term financing solutions on order;
• Automated investment services for wealthy clients.

Things to doBuild a clear API strategy, with a catalog of selected fintech partners and common data governance. What to avoidMultiply partnerships without a target architecture, creating unmanageable technical debt and compliance risk.

How to succeed in a digital transformation project in your bank?

Beyond the technological choices, success depends on the rigour of the management. Several stages structure a transformation banking project.

Clarify objectives and align them with strategy

Before any deployment, SMART objectives (customer experience, cost reduction, security, time-to-market) must be set and linked to the strategic roadmap. This compass guides the arbitrations throughout the program.

Choosing reliable, scalable and sovereign technologies

The choice of technology conditions the trajectory over ten years: generative and agentic AI, cloud, big data, blockchain, open banking platforms. A cloud computing consultant dedicated to AI management or a Chief Artificial Intelligence Officer (CAIO) can secure these trade-offs.

Managing change management

Any transformation project comes with human challenges. Change management must be treated with as much care as technology. Transparent communication and early involvement of all stakeholders (management, IT, business, compliance, branch network) are prerequisites for overcoming resistance to change.

Acculturating teams to digital and AI

Advisors, managers and support functions must increase their skills on the new tools. The digital transformation of the HR function plays a key role in orchestrating this acculturation.

Putting data security at the heart of the device

GDPR compliance, DORA, ACPR requirements: data protection and operational resilience are integrated from the design stage (security by design). A rigorous cyber crisis management policy completes the system.

Embedding transformation in continuous improvement

The tools are evolving rapidly. Setting the program in a continuous improvement process and monitoring relevant performance indicators (adoption rate, NPS, cost reduction, processing times) allows for real-time adjustments.

Rely on specialized interim managers

Banking programs combine technological, human and regulatory issues. Surrounding yourself with project managers specialized in banking and insurance, capable of arriving quickly and maintaining a demanding framework, secures the trajectory and accelerates tangible results.

Are you leading a digital banking transformation program?

Wayden mobilizes experienced interim managers to secure your AI, customer journey, open banking and cybersecurity projects.

Talk to a Wayden expert

FAQ — Digital transformation in banking

What are the main digital transformation projects in the bank in 2025-2026?

Five areas dominate: the industrialization of generative and agentic AI, the redesign of the omnichannel customer journey, the enrichment of mobile applications, the strengthening of risk management and cybersecurity, and the opening up to fintechs via open banking.

What is the impact of generative AI on banking professions?

Generative AI is transforming agent decision support, repetitive task automation, compliance, and customer relations. The major French institutions are scaling up and building their internal co-pilots.

How to finance a banking digital transformation program?

Banks arbitrate their budgets between equity, fintech partnerships and public schemes. Bpifrance supports the AI ecosystem and the appropriation of technology by French companies.

Why call on an interim manager to manage these projects?

An interim manager specialising in banking and insurance brings immediate operational expertise, an ability to structure governance and lead change, in a sector where compliance and deadlines are strong constraints.