Beyond AI Pilots, Artificial intelligence in banking is entering a more mature phase. Over the past several years, most institutions have focused on experimentation. Chatbots, copilots, document summarisation tools, coding assistants, and knowledge retrieval systems have demonstrated the potential of generative AI to improve productivity and enhance customer experiences. Yet despite significant investment and widespread interest, relatively few organisations have succeeded in

Enterprise AI is moving beyond its early chapters. The first phase was experimentation. Organisations tested generative AI in isolated pilots: chat interfaces, search tools, content generation, coding assistants, and internal productivity use cases. The second phase was feature inflation. Every SaaS vendor attached copilots, assistants, summaries, or “AI-powered” labels to existing products. The third phase is beginning to emerge, unevenly, and in early form. It is not abou

When SAP announced its expanded partnership with Anthropic at Sapphire 2026, the immediate reaction across the industry was predictable. Most observers interpreted the announcement as another example of generative AI being integrated into enterprise software platforms. But reducing the partnership to an “AI-enabled ERP” story misses the much larger structural transition now unfolding across the enterprise technology landscape. What SAP revealed is not simply the evolution of

For nearly three years, the AI race was framed primarily as a competition between models. Who had the best benchmark scores? Who released the most capable chatbot? Who raised the most capital? Who secured the largest GPU clusters? But the latest moves from OpenAI and Anthropic suggest something much deeper is now underway. The frontier AI battle is no longer only about models. It is becoming a battle for control of the enterprise operating layer. Recent reports indicate that

Why most IT sourcing strategies fail, and what to do instead? By Eastern Legacy Advisory The uncomfortable truth about sourcing Most organisations still treat sourcing as a procurement exercise. Write the RFP. Run the process.Negotiate the contract. Select the vendor. Then hope it works. But in 2026, this model is no longer just outdated — it is structurally flawed. Because sourcing is no longer about choosing a supplier. It is about orchestrating a complex, multi-layered eco