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BNY

United States, Global Financial services

Digital employees join payment teams as staff build and deploy AI agents

AI agents execute multi-step work Workflow Redesign

Observed work changeScaled use

Related Publications

For the concepts behind task, workflow and role changes, use the AI workforce transformation knowledge guide. For individual capability development, explore the AI Fluency framework.

What changed

What changed

Employees across technical and nontechnical functions build AI agents on BNY's Eliza platform, digital employees perform routine work alongside payment teams, and AI learning is embedded into role-based and early-career development.

How the organization responded

How the organization responded

Organizational response: Reskill · Entry-Path Redesign · Operating Model Redesign

Why it matters

AIGW analysis

The evidence supports actual reskilling, entry-path redesign and operating-model redesign at organization level, but no standardized productivity outcome or staffing effect is established. Shows AI adoption entering both operational team design and the institution's capability and early-career development architecture.

Human role / decision rights

Human role and decision rights

Not Yet Evidenced. BNY documents guardrails, telemetry, approvals and supervisors for digital employees, but the accepted evidence does not specify final decision authority for individual payment workflows.

Source

Source & evidence

How we verify evidence

BNY

Unlocking Value with BNY's Enterprise AI Platform

Company source

First-party source documents the Eliza platform, employees building agents, digital employees operating alongside payment teams, 99% of employees trained/onboarded, role-based learning pathways, analyst bootcamps and more than 100 digital employees deployed. These establish behavioral scale and workforce-arrangement change, not a standardized productivity outcome.

Oct 20, 2025View original source