Executive perspectives across regional and community banks reflect a thoughtful approach as leaders navigate regulatory pressures and accelerated change across the industry. According to the “C-Suite Barometer: Executive Leadership Insights in the US,” organizations are maintaining progress by pairing technology investment with disciplined execution and operational adaptability. For regional banks, this focus exists alongside a familiar reality. Examiner expectations continue to rise, technology risk is changing, and internal resources remain constrained. In this environment, bank compliance teams are no longer viewed solely as risk gatekeepers. In addition, they’re also increasingly expected to support informed execution and help leadership move forward with clarity while maintaining regulatory readiness. Why Is Adaptability Critical for Compliance Risk Management? The C-Suite Barometer indicated that executives were entering 2026 with confidence, driven by a willingness to act in uncertain conditions. Adaptability, rather than caution alone, is shaping leadership decision-making. For regional bank compliance teams, adaptability extends beyond updating policies after guidance is finalized or delivering one-time training. Regulatory expectations shift frequently, often between examination cycles. Compliance teams are responsible for interpreting new guidance, translating expectations into practice and supporting consistent application across lines of business. Ongoing learning is essential in this environment to help compliance professionals stay current, apply judgment consistently and support their organization as strategies, products and processes change. Adaptability then becomes more of an operational discipline instead of a reactive response. AI and Technology Transformation: New Challenges for Compliance Teams Technology transformation remains a top strategic priority as artificial intelligence (AI) moves from experimentation into daily use. Even if they haven’t formally launched an AI program, banks are already using AI-enabled capabilities in many cases. These capabilities may exist within third-party platforms, underwriting tools, customer relationship management (CRM) systems or portfolio management applications. This reality introduces new compliance considerations for regional and community banks. As AI-supported tools influence internal decisions, regulators expect institutions to understand how outputs are generated, where the underlying data originate and whether decisions can be supported by documentation and audit trails. Data quality and traceability are emerging as significant risk areas. When AI-enabled tools generate narratives, assessments or insights, compliance teams need to address foundational questions, such as: • Where did the information originate? • Is it verified? • Can it be reproduced? • Can it be supported during an examination? What the C-Suite Barometer Means for Bank Compliance Teams By Mark Burnside, CRCM, Director, ProBank Education Services, Forvis Mazars Colorado Banker 16
RkJQdWJsaXNoZXIy MTg3NDExNQ==