There was a time when a career in banking in Pakistan meant mentorship, integrity, and a clear path for growth. Veterans passed down not just skills, but values, discipline, discretion, and purpose. Young officers didn’t just learn about balance sheets and credit limits; they observed how decisions were made, how pressure was handled, and how respect was earned. There was a lineage of learning unwritten but unmistakably present.
Today, that mentorship is vanishing. Institutions are investing heavily in digital systems, artificial intelligence, and compliance tools, yet a more urgent question remains largely unaddressed: who will lead our banks tomorrow?
The leadership pipeline is drying up. While several banks have revised their retirement policies to extend the upper age limit for senior management to 65, the ranks below are underdeveloped.
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