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Establishing Control in an Uncertain AI Landscape


Establishing Control in an Uncertain AI Landscape: A Top 10 US Bank’s GenAI Risk & Control Framework

A leading US bank confronted the challenge of governing generative AI, balancing innovation with control in a landscape of uncertainty.

The Challenge

As generative AI accelerated across the enterprise, the Bank faced a strategic dilemma: How can we scale innovation without compromising control?

Traditional risk frameworks, built for deterministic software, were not designed to govern systems that:

  • Produce non-repeatable outputs
  • Learn from evolving data sources
  • Operate across diverse business contexts with varied user intent
  • Resist conventional testing, tracing, or forecasting methods

Without a tailored approach, the Bank risked:

  • Overlooking latent AI failure modes
  • Misclassifying or underestimating risk exposures
  • Losing regulatory confidence in the maturity of its oversight

The Solution

Rational Exponent delivered a GenAI Risk & Control Framework, grounded in a new perspective: AI risk must be understood not only by outputs, but by the conditions under which it activates.

The framework introduced:

  • Two-Tier Risk Classification: Category 2 risks are latent, arising from the foundational capability itself; Category 3 risks are realized, triggered by user intent, timing, and context.
  • Risk-to-Control Mapping: Aligning controls to when and where risks are likely to manifest.
  • Lifecycle-Based Guidance: Ensuring timely and proportional risk mitigation.
  • Unified Framework: Bridging builders, business users, compliance, and risk functions.

The Outcome

The Bank gained:

  • Clarity on what makes GenAI risky, and under what conditions
  • Precision in applying the right controls at the right lifecycle point
  • Confidence to scale AI responsibly without overregulation or blind spots
  • Credibility with regulators through evidence-based oversight

Insight

AI risk is not static: it is dynamic, conditional, and emergent.

This framework equips the Bank to manage not just what AI is, but what it may become under real-world conditions. Governance shifted from reactive oversight to a strategic capability.

“AI risk is not static: it is dynamic, conditional, and emergent.”

Second Line Risk Officer, Top 10 US Bank

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