重塑资产生态体系：人工智能在资产管理与资产服务中的角色（英）

White PaperTransforming the Asset Ecosystem: The Role of AI in Asset Management and Servicing2Table of ContentExecutive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Research Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6The Need for AI in Asset Management and Asset Servicing . . . . . . . . . . 8Current State of Asset Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10AI as a Companion: Current Application in Asset Management . . . . . 14Benefits and Challenges of AI in Asset Management Industry . . . . . . 20From Ambition to Impact: Building the Augmented Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Transforming the Asset Ecosystem: The Role of AI in Asset Management and Servicing3Executive SummaryWhat does the future look like for asset management and servicing firms?The asset management and servicing landscape is becoming increasingly competitive as traditional players face growing pressure from innovative fintech startups that are redefining how financial services are delivered. Faced with sustained margin pressure, complex and evolving regulations (e.g., EU Retail Investment Strategy, MiFID II, DORA, EU AI Act, …), as well as rising client expectations for transparency, customized services and digital interactions, these organizations must adapt structurally, operationally, and technologically.In this context, Artificial Intelligence (AI) can no longer be considered a breakthrough concept. It is becoming an essential lever for transformation across the asset management value chain — from portfolio decision support to operational efficiency and compliance. AI, as defined in this paper, refers to systems capable of performing tasks that typically require human intelligence, such as reasoning, learning, decision-making, and natural language processing.Yet, while the potential of AI is widely recognized — 92% of organizations acknowledge the strategic importance of digitization and new technology integration — only 52% report partial AI integration, and most remain at the pilot stage. The gap between ambition and reality is not just technical: it reflects deeper challenges related to data readiness, regulatory complexity, and organizational adaptation. This observation is further confirmed by the 2024 AI thematic report from the CSSF, which highlights that although AI adoption is progressing, a significant portion of Luxembourg financial institutions have yet to invest in these technologies. However, the report also anticipates a rising trend in local investments, particularly in generative AI, over the coming years — signaling a shift from experimentation to more structured deployment.Our findings reveal that AI is primarily used today to augment rather than