Peruvian financial institutions are shifting from conversational artificial intelligence copilots to supervised agent factories, with Credicorp scaling over 100 production cases and BCP targeting conversational interactions by 2030, reshaping workforce structures.
Credicorp Scales Artificial Intelligence Across Production Operations
Financial institutions in Peru are integrating artificial intelligence deep into daily operations. More than 90% of employees at Credicorp already use artificial intelligence tools across various corporate functions. The holding organization maintains more than 100 active use cases in production alongside another 400 initiatives currently in development.
Workers utilize these digital systems to accelerate customer service responses, build software applications, and draft marketing materials in Spanish. Internal teams also rely on automated tools to analyze customer compliance profiles and evaluate financial credit contracts while automating core operational processes.
Rafael Lemor Details the Shift Toward Autonomous Agent Factories
When generative artificial intelligence first emerged roughly three years ago, organizations treated the technology primarily as a supporting copilot for human workers. According to Rafael Lémor, head of the artificial intelligence area at Credicorp, enterprise adoption is now moving past simple assistance toward autonomous execution.
The leap we see (in the future) is to this human-supervised agent factory, where a lot of things change. (AI) is no longer a copilot I ask things of. I am giving more autonomy to the agents. Rafael
This transition changes how corporate teams build products. Traditional development squads typically range from 10 to 14 specialists across business and design disciplines. Lémor noted that companies are now grouping generalist professionals around teams of specialized artificial intelligence agents.
Workforce Restructuring Shrinks Product Development Teams
The integration of autonomous agents directly impacts corporate staffing requirements. Product development teams are projected to shrink from roughly 10 members down to just three personnel, allowing financial institutions to deploy multiple smaller, highly focused units dedicated to specific value creation.
Traditional teams for the development of any product consist of between 10 and 14 people with different specialized roles in business, design, among others. Rafael
As these structural shifts take hold, banking professionals face new demands to cross-train across multiple business domains. Lémor emphasized that these operational changes remain under active evaluation as executive leadership navigates the transition.
BCP Targets Conversational Financial Planning by 2030
On the retail banking side, Banco de Crédito del Perú is reshaping its digital interface to handle complex financial queries. Patricia Wissar, divisional manager of digital channels and transformation capabilities at BCP, outlined a roadmap toward fully conversational banking interactions by 2030.
The upcoming system will allow retail clients and small-to-medium enterprises to navigate long-term financial planning directly through digital banking channels. Wissar highlighted long-term goal setting, such as calculating savings strategies for children’s higher education over a decade.
Patricia Wissar asked, (The idea is) how can we help our customers manage their finances?
The bank is currently developing this overhauled experience for its mobile banking platform, which currently serves an active user base of nine million customers across Peru.