HSBC London Banking Week Day 1

Day 1 of HSBC London Banking Week saw industry leaders delve into an array issues related to doing business internationally.

A changing global business architecture

Andrew Beane, Chief Operating Officer, CIB and HSBC Bank plc. set the scene by outlining the global context for why now is the right time to explore global opportunities. He set out how a number of themes are changing the global “architecture of business”, including a rebalancing of economic dominance from West to East, productivity improvements – powered by electrification and artificial intelligence – and a growing focus on resilience whereby firms are becoming more intentional, more selective and more thoughtful in their strategies.

Stuart Tait, Head of Commercial Banking, UK, added a UK lens – highlighting the priorities shaping internationally active corporates right now. He set out how recent HSBC research revealed that 47% of UK-headquartered companies intend to expand overseas in the next two years, and that for them there are five key priorities in the pursuit of success: the ability to make better investment decisions, working capital efficiency, funding and liquidity, risk management, and productivity.

Meanwhile, Liz Martins, Director, Global Research, Economics, and Fred Neumann, Chief Asia Economist & Co-head of Global Research Asia, outlined the global growth outlook and the forces reshaping it. The pair highlighted how, in the West, policymakers are responding constructively to current disruptions and volatility across the UK and Europe; while in the East we are seeing the return of economic activity towards Asia because AI, industrial competitiveness and regional trade integration are outweighing the headwinds of tariffs, geopolitical tensions, China's slowdown and energy shocks.

How resilience is underpinning opportunity

Across the event, our expert panellists discussed how resilience has emerged as a critical business capability rather than a defensive risk-management exercise. Our speakers stressed that, in an era of persistent disruption shaped by geopolitical tensions, supply-chain shocks, technological change, energy security concerns and shifting global trade patterns, businesses can no longer assume stability. Instead, they must build organisations capable of adapting quickly to volatility.

Financial resilience, including liquidity management, political-risk assessment and operational flexibility, is central to that, delegates heard. Against that backdrop of energy-market disruption, inflation risks and geopolitical uncertainty, leaders were encouraged to focus not only on growth but on building businesses capable of sustaining growth through future shocks. As Andrew Beane told delegates, “growth without resilience isn’t sustainable growth”.

Meanwhile, Stuart Tait set out how businesses that internationalise tend to be more resilient businesses because they’re better diversified despite taking apparent risk, adding that those expanding their outwards activities will likely have de-risked before making the move.

Trade corridors and supply chains become ‘active’

Another key theme of the day was the growing importance of resilience in global trade and supply chains. Speakers highlighted how geopolitical events, including the conflicts in the Middle East, US tariffs and continuing political uncertainty, are increasingly disrupting critical trade routes and creating new challenges for international businesses.

Particular attention was given to the Strait of Hormuz, with delegates warned that prolonged disruption to this vital energy corridor could have far-reaching consequences beyond oil, affecting commodities, transportation, manufacturing and global supply chains.

The discussion also emphasised that geopolitical shocks create both winners and losers. Countries with alternative energy export routes and stronger energy independence are better positioned to withstand disruption, while regions such as Europe and Asia remain more exposed.

For businesses, the message was clear: trade corridor decisions can no longer be based solely on cost and market opportunity. Companies must increasingly factor in political stability, energy security, supply chain resilience and geopolitical risk when evaluating international expansion and long-term growth strategies – adapting as necessary in the face of fast-changing developments.

AI and technology open new doors to growth

Artificial intelligence has emerged as one of the most significant drivers of future business growth, productivity and competitiveness – and as such was discussed across a number of sessions.

Vivek Ramachandran, Head of Global Trade Solutions, explained that AI is becoming a major driver of trade and investment.

Speakers also argued that future economic expansion will increasingly depend on productivity gains – with AI and electrification identified as the two technologies most likely to transform how businesses operate moving forward.

However, business leaders were warned about their approach to AI adoption. Rather than viewing AI as simply a new tool that can fix problems, Jeff Valane, Group-Wide Head of AI Management and Strategy, encouraged them to see it as a catalyst for fundamentally redesigning business models, workflows and customer experiences.

Organisations must invest in skills, governance, responsible AI frameworks and workforce training, while ensuring AI deployment is aligned to clear business problems and measurable outcomes,” he told delegates. Those that do so, he added, will be better positioned to improve productivity, accelerate decision-making and compete in an increasingly complex global economy.

Speaking on payments specifically, Manish Kohli, Head of Global Payments Solutions, further championed the value of technology in driving opportunity: “The payments industry is not being destroyed by technology, it’s being supercharged,” he told delegates.

For more insights from our events throughout June, click here.