JPMorgan Chase is tightening its grip on how work gets done inside one of Wall Street’s largest technology operations, embedding artificial intelligence directly into how tens of thousands of engineers will be assessed, promoted—or left behind.
Internal documents reviewed by Business Insider show the bank has formally updated performance expectations for software and security engineers, making AI adoption a measurable requirement rather than a discretionary tool. The changes apply across its 65,000-strong Global Technology division, a workforce that underpins everything from trading systems to consumer banking platforms.
The overhaul is based on a directive that leaves little room for ambiguity.
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“Demonstrate measurable improvement in code quality, speed and productivity through regular use of approved AI coding assist tools, contributing to the team’s overall efficiency targets,” one of the newly introduced goals states.
Engineers are also being asked to go further, beyond personal productivity, to reshape how work flows across the organization. Another directive instructs them to “engage in identifying, implementing and optimizing AI-driven automation opportunities within technology lifecycle management (TLM) processes to drive efficiency and support capacity unlock initiatives, ensuring all enhancements leverage current technology assets before considering new solutions.”
The language is not advisory. According to the internal materials, these objectives “will be added automatically and will appear by the end of March,” effectively standardizing AI usage as part of every engineer’s annual goals. Employees are expected to work with their managers to align individual targets with the new framework, ensuring that adoption is both tracked and enforced.
JPMorgan is already among the heaviest spenders on technology in global finance, with projected investments approaching $20 billion in 2026—well ahead of most competitors. The scale of that spending suggests the bank sees AI not simply as a productivity tool, but as a lever for structural cost reduction and operational speed at scale.
Inside the firm, the shift is already reshaping day-to-day dynamics.
Engineers say discussions about AI have intensified across teams, appearing in managerial briefings, internal communications, and performance dashboards. One such dashboard tracking GitHub Copilot usage reportedly drills down to individual employees, classifying them as “light,” “heavy,” or “non” users. It is an approach that turns tool adoption into a visible metric of engagement.
“There’s a lot of anxiety in the environment right now,” one longtime developer was quoted as saying, describing a workplace where AI usage is increasingly tied to perceptions of performance.
Another engineer said a manager made the expectation explicit during a recent meeting, telling staff that access to new AI tools comes with an “expectation” that output and delivery speed should show “a noticeable increase” quarter over quarter.
The bank’s expanding AI toolkit is reinforcing that expectation. A pilot rollout of Claude Code, developed by Anthropic, is expected as early as April, adding to a suite that already includes multiple models from Anthropic and OpenAI. The growing stack underpins a strategy of embedding AI across different layers of engineering work, from code generation to testing and documentation.
For many developers, the tools themselves are not in question. Several said AI has already proven useful in speeding up routine tasks and improving output. The unease stems from how tightly usage is being monitored—and what happens to those who fall short.
JPMorgan’s approach builds on a longer-standing culture of internal measurement. The bank has previously faced scrutiny over its Workforce Activity Data Utility, a system that tracked how employees spent their time, from the length of meetings to email drafting patterns. The new AI-focused metrics extend that philosophy into evaluating how work is produced, not just how it is scheduled.
At the same time, the firm is restructuring its broader performance management system. Employees will now be evaluated across two primary dimensions: “what you achieve,” focused on business outcomes, and “how you achieve it,” which includes adherence to internal behaviors and standards.
Under the revised framework, staff will be sorted into three categories: “stand out” for top performers, “achiever” for the majority, and “needs improvement” for those struggling to meet expectations. The system is designed to sharpen differentiation in a workforce where performance ratings have historically been more compressed.
AI adoption is being woven directly into those assessments. Internal materials list “data fluency” as a core competency, describing it as the ability to “develop and drive adoption of new tools or methodologies to leverage data in the flow of work.” Crucially, “rate of adoption” is cited as a measurable indicator of that skill, linking career progression to how quickly employees incorporate AI into their routines.
The bank has also made clear that performance tracking will be continuous. “You and your manager will use your objectives to track your progress during the year, recognize impact, and streamline your annual review,” one internal page states, reinforcing the role of ongoing measurement rather than end-of-year evaluation.
The implications extend beyond JPMorgan. Across corporate America, companies are beginning to treat AI proficiency as a baseline expectation, not a specialized skill. What is emerging is a new productivity benchmark—one where output is calibrated against what is possible with machine assistance, not just human effort.
At JPMorgan, that shift is being operationalized with precision. The bank is not just introducing new tools; it is redefining performance around them.