Despite a return to “business as usual” in some sectors, supply chain volatility is not behind us—it’s evolving. The post-pandemic period has only intensified the frequency, variety, and impact of disruptions, exposing how fragile traditional supply networks still are.
According to Siemens’ 2022 “True Cost of Downtime” report, Fortune Global 500 manufacturers now lose over $1.5 trillion annually to unplanned downtime—11% of their total revenue.
With limited resources and mounting pressure to innovate, financial services firms require a new approach. Co-creation—partnering with experts in product engineering and digital transformation—offers a path forward.
Financial institutions operate under some of the strictest regulatory frameworks, making it difficult to innovate without risking compliance violations. From anti-money laundering (AML) rules to customer data privacy regulations like GDPR, these stringent requirements often result in project delays and operational bottlenecks.
This belief in reactive decision-making stems from the industry’s long reliance on actuarial science and historical trends. For decades, these tools were the gold standard for underwriting policies, setting premiums, and managing claims. Insurers built complex models that only worked backward—adjusting based on what had already occurred.
According to McKinsey, less than 20% of financial institutions have successfully scaled AI across the enterprise despite surging investment and strategic intent. Instead, most organizations remain stuck in pilot mode—experimenting, but not transforming.
Scaling doesn’t mean growing despite your customers—it means growing with them. The institutions that win in this new era are not the fastest movers or the most automated—they’re the most attuned to what customers value.
