The year ahead will not be defined by bold promises, but by execution. Banks across the region are entering a period of lower interest rates, persistent inflation and continued political uncertainty. In such an environment, growth will no longer be driven by favorable macroeconomic tailwinds. It will be the result of preparedness — of processes, people and balance sheets.
That is why I believe 2026 will not be decided by who is the “most digital,” but by who is the fastest, simplest and most disciplined in decision-making.
From Digitalization to Productivity
In recent years, digital transformation has dominated the banking agenda. Today, it is the standard. The real question is no longer whether a bank has digital channels, but whether those channels have meaningfully reduced the time between a client’s need and the delivery of a solution.
Clients — both retail and small and medium-sized enterprises — want the same things: speed, simplicity and clarity. They do not want complex procedures, multiple visits, lengthy waiting times or uncertainty. In that sense, speed is not merely a component of customer experience. Speed is productivity. And productivity is essential in an environment of declining net interest margins.
At Addiko, we let performance lead the narrative. Our focus has been on simplifying and accelerating core banking services: Consumer loans — average approval time of 10 minutes, SME liquidity loans up to EUR 500,000 — decision within 24 hours, SME investment loans — decision within seven days, fully digital account opening, loan origination, deposit placement and payments processing
In other words, we have digitalized and accelerated all key banking services — not as isolated IT initiatives, but as a strategic shift across the entire organization.
Digital and Physical Are Not Opposites
At the same time, we have not overlooked clients who prefer to conduct their banking in branches. A bank must be accessible in the way the client chooses — not in the way that is most convenient for the institution.
We have renovated and modernized branches, relocated some to more attractive and accessible locations, and adapted them to contemporary expectations: more open layouts, faster service and improved access to advisors. Digital and physical are no longer competing channels; they are part of the same customer experience. Alongside process and infrastructure improvements, we have strengthened our teams. Investment in people may be the most important investment in the period ahead. Technology ensures consistency and speed, but the quality of decisions and the strength of client relationships continue to depend on skilled and motivated professionals.
Results as a Consequence of Discipline
This approach has delivered tangible outcomes. The bank’s net profit is at its highest level in more than a decade. The level of non-performing loans has been reduced by 34 percent. Our SME business performance is the strongest in the past three years, while retail performance is the strongest since the bank’s inception.
These results are not the product of one-off initiatives, but of systematic work in developing and managing people, processes and technology. In an increasingly demanding environment, this is the only sustainable model.
What Will 2026 Bring?
The banking sector faces a combination of challenging factors: Declining interest rates and pressure on net interest margins, inflation affecting client behavior and operating costs, political and geopolitical instability influencing investment decisions and confidence
In such conditions, success will favor banks that have prepared their processes, talent and balance sheets in advance.
This means: Operational efficiency that enables lower costs, a high-quality loan portfolio and disciplined risk management, flexibility to respond quickly to market changes, clear focus on segments where the bank has a genuine competitive advantage
I believe the coming year will reveal which banks have built a robust framework for sustainable performance — and which have relied primarily on favorable macroeconomic conditions. Not all business models will prove equally resilient. Banks that have grown on complexity and slow decision-making will face mounting pressure. Those that have simplified processes and accelerated decisions will have room to continue growing, even in challenging conditions.
This, in my view, is the essence of the modern bank: the combination of technological efficiency, expert human judgment and strong managerial discipline.
At Addiko, we have laid the foundations for such a model — simplifying processes, strengthening teams, enhancing our network and stabilizing the balance sheet. I am convinced that this level of preparedness will be a decisive advantage in the year ahead.
2026 will not reward the loudest players, but the most prepared.
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