The financial sector is undergoing dynamic change. Technological innovations, changing customer needs and regulatory requirements are shaping the industry environment and putting financial institutions under pressure to adapt. In 2025, the focus will be on three developments in particular: hybrid advisory models, regulatory innovations and artificial intelligence (AI).
Firstly, banks must continue to find a balance between digital and personal advice. While traditional branches are increasingly disappearing, mobile advisory solutions and hybrid service offerings are gaining importance. Secondly, the EU's Financial Data Access (FiDA) Directive aims to harmonize access to financial data. Uniform legal requirements will make the financial sector more transparent, promote innovation and intensify competition.
The change potential of AI in banking
According to experts, artificial intelligence (AI) will have the greatest impact on the industry. AI is revolutionizing processes, creating new business models and fundamentally changing the interaction between banks and their customers. The McKinsey study “The Economic Potential of Generative AI” assumes a cross-industry economic benefit of 2.6 to 4.4 trillion US dollars per year. The banking sector is probably going to benefit significantly: The study forecasts potential revenue growth of 2.8 to 4.8 percent, which corresponds to additional revenue of 200 to 340 billion US dollars per year. This means that the use of AI is increasingly becoming a decisive competitive factor in the financial sector.
AI is changing the way banks interact with their customers. It accelerates processes, enables data-driven decisions and creates a personalized service experience. In 2025, AI will no longer be an abstract concept for bank customers, but will increasingly be a direct experience. Intelligent chatbots will enable faster processing of inquiries and helping employees by answering routine questions. When granting loans, creditworthiness data is analyzed in real time with the help of AI, thus supporting fast decision-making. AI is also playing a growing role in investment advice. With the help of algorithms, banks can make personalized investment recommendations by suggesting funds, bonds or shares that match customers' individual needs and financial goals - similar to product recommendations on online marketplaces, but much more complex and regulated.
People at the heart of the digital transformation
While the first AI-supported systems such as S-KIPilot are already in use in German Sparkassen and other financial institutions are developing their own solutions, special attention must be paid to successfully integrating and optimally utilizing these technologies in 2025. However, the introduction of AI-supported systems and processes alone is not enough. Success depends largely on how customers and employees react to the innovations. The Rogers' Adoption Curve describes how innovations are accepted by different groups over time:
Innovators and early adopters are tech-savvy users who have a positive attitude towards new technologies and are curious to try out the benefits. They are comparatively easy to persuade and can act as positive examples to convince colleagues or other users. The so-called early and late majority, on the other hand, can be categorized more as pragmatists who need to see clear benefits before adopting new technologies. Skeptical and conservative users, on the other hand, are only willing to adapt to new systems such as chatbots or online recommendations late or not at all.
It is therefore advisable for financial institutions to analyze the behaviour of their customers and roll out the use of AI to the groups of innovators and early adopters in a targeted manner. Transparent communication about the benefits and ensuring parallel offline options – such as personal advice in branches or telephone customer service – facilitate gradual acceptance. In the long term, even skeptical users can be convinced of the benefits by taking their concerns seriously and offering alternative solutions.
Talent management as the key to successful transformation
Internally, financial institutions also need to focus on people when it comes to digitalization. Employees should be involved at an early stage, trained and actively included in the transformation. In addition to implementing new technologies, banks are also facing a shortage of skilled workers. 60% of companies are concerned about the difficult staffing situation, particularly in the areas of accounting, strategy and regulatory compliance (Robert Walters Salary Study 2025). In addition, it is estimated that up to 30% of financial experts will retire by 2030. At the same time, finance and accounting courses are becoming less attractive to university graduates, meaning that fewer young professionals are coming up through the ranks.
Financial institutions are therefore well advised to invest in their existing teams and build up skills there in a targeted manner. According to the Robert Walters Salary Study 2025, 73% of specialists would like to take part in further training programs in the field of AI. Companies can take a targeted approach here to strengthen internal skills and position themselves as attractive employers. In addition to traditional development programs, practical training on the use of new AI tools is essential to successfully shape the digital transformation. Financial institutions can also learn from the Rogers' Adoption Curve: while innovators and early adopters are immediately ready to use new technologies, many employees need a clear strategy and training to embrace change. Companies that actively support this process secure long-term competitive advantages.
However, internal qualification alone is not enough. Financial institutions should also focus on recruiting new employees - especially in the areas of strategy, IT and compliance, which must drive the continuous and strategic implementation of AI in financial institutions. Marketing and communication specialists are also needed to provide employees and customers with easy-to-understand, well-thought-out information on new systems and processes. In addition, a well-staffed HR department plays a crucial role in the implementation of AI-supported processes and products. The HR department is the main point of contact for employees and is also responsible for employee training.
Despite declining enrolment in finance-related courses, there are good opportunities to attract talent to the financial sector. A recent long-term study by XING and Forsa shows: The willingness to change jobs in the German labor market remains high – 36% of those in employment are open to a new professional challenge, and among 18 to 29-year-olds this figure is as high as 48%. Nevertheless, only 7% of skilled workers are actively looking for a job, while 81% of those willing to change jobs are waiting for the right offer without taking any action themselves. For banks, this means that traditional job advertisements are not enough. A strong employer brand, modern working models and clear development prospects are crucial in order to be attractive to new talent. At the same time, proactive direct approaches and a good network are becoming increasingly important - this is the only way to reach the right specialists in a targeted manner and inspire them for the sector. Specialized personnel consultants have a good overview of the market, an extensive network in the industry, an understanding of the current requirements for qualified employees and can thus make a decisive contribution to future-proof and needs-based personnel planning.
Conclusion: Human-centered AI implementation as a competitive advantage in the financial sector
In 2025, artificial intelligence will not just be a technological advance, but a decisive success factor in the financial sector. Banks and financial service providers that use AI strategically, will provide their employees with targeted training and position themselves as attractive employers that remain competitive in the long term. The successful integration of AI requires that both technological and human factors are taken into account - because in the end, it is people who shape and drive digit.