Xin Lang Cai Jing·2025-12-04 11:27Group 1: Core Insights - The external environment for commercial banks is increasingly complex, with geopolitical tensions, technological revolutions, and deepening regulations posing new challenges to strategic resilience and governance capabilities [2][35] - The board of directors is crucial in leading banks to proactively transform and adapt to changes, shifting from passive defense to active positioning and from compliance to value creation [2][35] Group 2: Organizational Structure - Digital technologies such as AI, big data, and blockchain are reshaping the financial landscape, pushing banks towards intelligent, inclusive, and globalized operations [3][36] - The article discusses the need for banks to reassess their organizational structures to adapt to the competitive environment of the digital age, focusing on how to break down departmental silos and enhance strategic collaboration [3][37] Group 3: Business Development - The banking industry is experiencing a significant shift from a "scale-oriented" approach to "value reconstruction," driven by narrowing net interest margins and intense competition [8][42] - The article outlines how banks can leverage dual forces of financial digital ecosystems and industry terminal scenarios to drive transformation, providing actionable business layout and innovation directions [8][42] Group 4: Risk Management - Commercial banks are facing a new normal where external risks outweigh internal risks, necessitating a shift from traditional passive risk management to a more proactive and systematic risk governance model [15][49] - The article emphasizes the importance of integrating strategic execution with risk appetite to ensure banks maintain the correct direction in dynamic environments [15][49] Group 5: Compliance Management - Compliance management has evolved from merely meeting regulatory requirements to becoming a core competitive advantage that supports long-term value growth [21][55] - The article provides a framework for compliance transformation, emphasizing the need for boards to lead the redefinition of compliance functions to adapt to changing environments [21][56] Group 6: Internal Audit - Traditional internal audit models are challenged by rapid technological advancements and regulatory changes, necessitating a shift towards agile auditing that provides real-time insights and strategic support [28][62] - The article outlines how agile auditing can transform internal audit functions from compliance overseers to strategic partners that enhance risk management and value creation [28][62]