Manish Agrawal on why the future of banking risk will be decided by speed, connected intelligence and human judgement As banking becomes faster, more digital and increasingly invisible to the customer, the nature of risk is changing with it. The traditional architecture of control designed to detect an anomaly, investigate it and contain the damage…
Mr. Mathew George, Executive Director, United India Insurance Company Limited, on Risk, Leadership and the Lessons of Experience Risk is often discussed through models, frameworks and probabilities. Experience offers a different perspective: what happens when uncertainty becomes real, decisions carry consequences and institutions are tested. Few leaders have observed that intersection for as long as…
India’s IPO market remained remarkably active in FY26, but the more important story was not the volume of capital raised. It was the change in what investors were willing to reward. According to Grant Thornton Bharat’s IPOs in India – FY2026 report, India saw 109 mainboard IPOs raise approximately ₹1.77 trillion during FY26, compared with…
As India’s digital financial ecosystem matures, invisible technology infrastructure is becoming the defining factor behind resilience, customer trust and sustainable growth. India’s banking sector has spent the past decade redefining customer experience. Digital payments have become instantaneous, lending decisions are increasingly automated, account opening can be completed in minutes and banking services are now available…
For years, cybersecurity was largely viewed as the responsibility of the IT department, a technical discipline measured by firewalls, antivirus software and compliance checklists. That era is over. As businesses embrace cloud computing, artificial intelligence, open APIs and digital ecosystems, cyber risk has quietly evolved into one of the most significant enterprise risks facing organisations…
The future of motor insurance is being rewritten at the intersection of mobility, artificial intelligence, climate volatility and changing customer expectations. The traditional model of insuring a vehicle is gradually giving way to a far more sophisticated responsibility: understanding human behaviour, predicting emerging risks and creating a resilient mobility ecosystem. Few leaders have witnessed this…
For more than three decades, cybersecurity strategies have been built around a simple ambition: keep adversaries out. Organisations invested billions of dollars in firewalls, endpoint security, identity management, threat intelligence and increasingly sophisticated detection tools to build stronger digital fortresses. Yet the reality of the modern threat landscape has exposed an uncomfortable truth: prevention alone…
For years, organisations have managed cyber security, physical security and operational resilience as separate disciplines. Different teams, different reporting structures, different budgets and often different priorities. That separation is becoming increasingly dangerous. As digital technologies become deeply embedded into industrial systems, supply chains and critical infrastructure, the boundaries between cyber, physical and operational risk are…
For decades, organisations approached controls and compliance through periodic cycles. Quarterly reviews, annual audits and scheduled testing exercises formed the backbone of assurance frameworks across industries. Risks were assessed retrospectively, evidence was gathered manually and control gaps were often identified weeks, sometimes months after operational failures had already emerged. In slower-moving business environments, that model…
For years, the role of the Chief Risk Officer was largely associated with financial stability, regulatory oversight and governance discipline. In banks, insurers and financial institutions, the CRO was often viewed as the executive responsible for credit exposure, capital adequacy, market volatility and compliance frameworks. Even outside financial services, risk leadership frequently revolved around audit…
