In an Age of Everything AI, “Superman where are you now?”

As AI accelerates along an exponential curve of features and intelligence, there are hidden risks and opportunities that require “fabrics” of solutions strong enough to deliver requirements, but also robustly adaptable to unanticipated consequences.  Lacking the ability to obtain superpowers inside a phone booth, mortgage and BFSI leaders need to change their approaches, organization, and staff all at once.

The full article and graphics can be read at–> Mark Dangelo: In an Age of Everything AI, ‘Superman, Where are You Now?’ – MBA Newslink

In an age of AI, any idea of discussing how to capitalize on innovation, technology, and data advancements can only seemingly be accomplished with the deployment of solutions that contain cloud computing, neural networks, federated learning, and even emerging solutions that include large action modules (LAM’s, e.g., Rabbit 1.0).  For mortgage and BFSI leaders it appears that innovation and technological advancements are like politics—you are either for one or against another—no middle ground. 

Headlines discuss the early piloting successes, showcase the revenue potential, and focus on efficiency and quality of delivery—all good.  Yet, to move beyond early use cases and stories, the innovative singularity mindset requires upskilling, alignment, and transformation beyond the threads of AI.

Even within industry and academic circles, the focus of singularity on a product or research creates advancements, but how can these rapid-cycle, transitional capabilities be cost-effectively deployed?  Scaled?  How do all the pieces, all the options, all the choices fit together beyond today’s use cases?  The industry witnessed the start of interconnected solutions and disciplines back in 2019 with the designs of data meshes, and more importantly, with the M&A consolidations across software and Fintech vendors spanning origination, servicing, and securitization. 

To make these Age of AI advancements payoff beyond their early 2023-2024 pilots and as part of a robust, interconnected, and adaptable business as usual (BAU) series of solutions, leadership must deliver against a growing fabric of complex requirements, specialized capabilities, and risk attributed tradeoffs (represented in Figures 1 and 2 below).  Herein is the shift that is facing leaders—do they apply strategies and measures of prior cycles to an Age of AI, or are there next-gen fabrics of design and architecture, which need to be created across vendors, academia, and industry? 

What are the basic elements of an adaptable industry fabric?

What constitutes a fabric that can incorporate vast requirements, varied use cases, and hypercycle innovative advancements, which are upending budgets, profitability, and consumer behaviors?  An industry innovation fabric is analogous to how garments are weaved and created.  Like garment fabric, the weave for an executable fabric is comprised of both horizontal and vertical threads. 

There are five key macro dimensions of a mortgage / BFSI fabric design includes (see Figure 1):