Transformation of the organizational structure of a regional bank in the conditions

The intensive spread of artificial intelligence (AI) technologies in the financial sector causes the need to revise the organizational forms of banking activity. The relevance of this work is due to the fact that the current organizational structures of regional banks are not adapted to the conditions under which the main operations, from credit risk assessment to customer support, can be performed by automated digital systems. In such conditions, the transition to digital agent management systems requires an institutional analysis of the possible consequences, as well as a comparison of traditional and digital structures. The article discusses the theoretical and applied foundations of the transition from the traditional distribution of functions between departments to a system in which tasks are performed by AI agents. The object of analysis is the structure of a regional bank, and the subject is the changes that occur when AI is introduced as a performer of functions. The purpose of the study is to compare the organizational structure of the bank before and after the introduction of AI, and to identify sustainable changes in the logic of task distribution, communication, and operational control. The methodological framework includes an institutional approach, elements of comparative analysis, and the synthesis of generalized data from peer-reviewed publications. The scientific novelty of the article lies in the formalization of the mechanism for replacing routine procedural operations with autonomous digital forms of execution. The practical significance lies in the possibility of using the results in designing transformation scenarios for banks that have limited access to resources, human resources, and technological capabilities. The paper concludes on the permissible boundaries of using AI systems, as well as the conditions under which their implementation is justified from an institutional and economic perspective.