ING: AI Will Redefine Banking Careers

In this conversation, Marnix van Stiphout of ING turns the focus of AI adoption away from technology alone and onto what may be its most profound impact: people and jobs. While much of the industry discussion centres on what AI can automate, van Stiphout is more interested in how banking organisations must reshape themselves to use AI responsibly and effectively at scale. On the “what” side, the opportunities are vast. Van Stiphout describes how fulfilment work across the bank — particularly tasks involving large volumes of text and documentation — is already being reshaped by large language models. From internal processes to customer-facing interactions, AI can significantly reduce manual effort, increase consistency, and speed up delivery. Agentic AI, in particular, offers the potential to support end-to-end fulfilment activities that once required extensive human coordination. Machine learning remains equally critical, especially in decision-heavy domains such as anti-money laundering. ING already relies on ML at scale in this area, and van Stiphout makes it clear that these models will continue to play a central role in how the bank manages risk and compliance. Beyond operations, he also acknowledges the commercial opportunity — including the possibility of AI supporting sales processes through chatbots and conversational interfaces. While these ideas are actively discussed, ING remains cautious about how and when they are brought live. Where the conversation becomes most interesting, however, is on the “how”. Scaling AI is not primarily a technical challenge — it is an organisational one. Van Stiphout stresses that ING will need to train large numbers of people, reorganise teams, and redefine roles across the bank. As AI systems take on more operational tasks, humans will move into broader areas of expertise, focused on oversight, control, and continuous reconciliation between intended and actual system behaviour. This shift creates entirely new categories of work. Permanent monitoring, validation, and risk assurance become core functions, ensuring AI-driven solutions remain safe, compliant, and aligned with policy. Far from reducing opportunity, van Stiphout believes this transformation could make banking more attractive than it has been in decades. For years, banking struggled to appeal to young talent. Now, as one of the most advanced non-tech sectors experimenting with AI, it offers challenging, meaningful roles at the intersection of technology, risk, economics, and society. If ING succeeds in reworking how jobs are structured and how people are employed, van Stiphout sees a powerful competitive advantage — not just within banking, but across the wider economy. The future may still feel daunting. AI raises legitimate questions about social impact and operational risk. But with disciplined management and thoughtful organisational change, van Stiphout believes the outcome can be overwhelmingly positive: a safer, smarter bank — and a far brighter future for the people working within it.