For the Cloud program, we hired significantly from JPMorgan Chase and Amazon, largely because members of the leadership team came from those organizations. This contributed to substantial budget consumption.
Now, with the new AI budget, we appear to be seeing a similar pattern within Technology—hiring senior leaders from Discover Financial at GL17 and above, while simultaneously increasing pressure on existing U.S Bank employees
@a2 Yes, we have too many AI groups and too much duplication. (Can definitely let you know this is happening between Tech and AI COE/digital…)The left hand doesn’t talk to the right at the bank. There is little strategy other than, let’s throw this at the wall and hope it sticks.
Someone help me understand why we have all these "AI" groups, especially in CBB Risk? Seems inefficient to have multiple groups and what risks are specifically unique to AI that other risk and compliance folks cant identify or figure out. How is it its own specialty? Can someone also help me understand how we put people in leadership roles specializing in AI when they previously only reviewed CATs and TPRM and sidnt even work in technology? I guess its like putting CBB Risk managers in positions to provide compliance and risk guidance without ever working in compliance and risk. They just didn't want those roles going to the qualified lower level employees working in that space for years, you know, the ones meeting the actual qualifications.
Hiring at senior levels is happening under the Head of Enterprise Architecture, E.C. Reporting to Dilip
Is it just me or are there too many AI groups? I can't get a straight answer at work with what each group does. Gotta wonder if there's duplication going on