OCBC has emerged as a leader in enterprise AI adoption, seamlessly integrating generative AI (genAI) across its operations. I recently spoke with Donald MacDonald, head of OCBC’s Group Data Office, about the bank’s AI journey.

Q: Donald, OCBC’s success with AI seems to stem from a long-term vision rather than a sudden pivot. How did this foundation come about?

Donald MacDonald: One of our core principles has always been “achieve greater results with the same resources.” We never had multiple data platforms or multiple teams — it was always going to be one central team taking the lead on analytics for OCBC.

This became a strength. Two decades ago, we made a strategic bet on a single, centralized data platform rather than fragmented solutions across business units. That decision drove us to integrate and scale our analytics consistently over the years. When generative AI came along, we already had the necessary foundations — clean, structured data; robust deployment processes; and a strong AI team — to move fast. If you’re spending your time fixing data pipelines while trying to innovate, you’re already behind.

Q: OCBC’s approach to generative AI is notably pragmatic. How do you balance rapid deployment with regulatory constraints?

Donald MacDonald: We’ve built a governance-first approach without letting it become a bottleneck. Our model management platform (MMP) and Hydra framework ensure that AI models are rigorously monitored, but they also streamline deployment. We don’t wait for perfection; we roll out solutions incrementally while keeping a close eye on performance and risk.

Take OCBC GPT, for example. This is the bank’s internal enterprisewide generative AI assistant, which helps our employees create content and generate ideas. This application is freely available to every employee within the bank, used around 250,000 times a month. At the same time, because it was built within our secure on-premises environment, we could iterate safely and improve it in real time. Regulation isn’t a barrier when you bake it into your AI strategy from day one. This creates the trust that’s essential to high-performance IT.

Q: One of OCBC’s strengths has been democratizing AI access within the organization. How do you ensure AI adoption at scale?

Donald MacDonald: AI adoption isn’t about flashy demos; it’s about usable tools that add business value. We’ve made AI tools like Buddy and OCBC GPT available to all employees, not just data scientists. But access alone isn’t enough; you need an open culture where people aren’t afraid to experiment.

Our AI team operates more like an internal open-source hub, where employees can experiment and build on existing tools rather than waiting for centralized IT to do everything. The result? We see genAI adoption spread organically, often in ways we wouldn’t have anticipated. This flexibility enhances our organizational adaptivity, allowing us to respond quickly to emerging opportunities.

Q: OCBC has also developed AI copilots tailored to specific roles. What has been the impact of these specialized tools?

Donald MacDonald: The real magic happens when AI goes beyond generic use cases and starts solving deeper role-specific problems: Take HOLMES AI, our relationship manager (RM) copilot that generates curated talking points based on investment research, saving the front line hours of prep work, or our compliance copilot, which reduces some customer onboarding tasks from days to potentially just minutes.

These AI copilots aren’t gimmicks; they tangibly improve workflow efficiency and decision-making. We’re now exploring multiagent AI systems that can automate even more complex processes, like customer onboarding in private banking. Strategic alignment between business needs and technology is key here.

Q: Looking ahead, how do you envision AI transforming the banking industry?

Donald MacDonald: The future of banking will be fundamentally altered by AI, changing how we operate and engage with customers. At OCBC, we’ve already seen how generative AI enhances efficiency and personalization. For instance, our Buddy chatbot helps employees navigate over 400,000 internal documents, while our agentic AI systems significantly reduce lengthy private banking onboarding times.

Looking forward, I see banking becoming more predictive and personalized, with AI enabling us to anticipate customer needs before they even realize them. This will free our staff from routine tasks, allowing them to focus on more complex, value-added activities that require human judgment. Of course, we’ll continue to approach this transformation responsibly, maintaining robust data privacy protections and governance frameworks. The AI-powered bank of the future will blend advanced technology with human expertise, delivering services that are both efficient and deeply personalized.

Conclusion

OCBC’s journey demonstrates how a thoughtful approach to AI can deliver significant business value while managing risk effectively. By building strong foundations, aligning technology with business objectives, and creating a culture of innovation, the financial services group has positioned itself at the forefront of AI adoption in financial services.

Forrester clients can read our complete case study to explore how OCBC exemplifies high-performance IT through its strategic alignment, trust-building governance, and adaptive capabilities in AI implementation.