Nairobi, July 21 -- Eight years after International Financial Reporting Standard 9 (IFRS 9) came into force, many banks still treat Expected Credit Loss (ECL) models as a box-ticking exercise.

That is a missed opportunity. The same tools built for compliance can sharpen decision making, improve pricing, and strengthen balance sheets. The question is not whether ECL adds value, but how quickly banks can turn it into a core part of strategy.

Progress so far has been mixed. Models have moved from basic spreadsheets to automated systems connected to source data, but the skills and governance around them vary widely.

Some banks have invested in internal capability and are seeing the benefits; others remain reliant on external consultants. ...