The traditional banking industry is rapidly evolving based upon advances by Fintechs focused on the cryptocurrency space. These changes may prove to be far reaching. Here is an article by a TPG associate that sheds light on the shifting tectonic plates which support the banking world.

Companies, governments and individuals around the world today are fixated on the COVID-19 pandemic and its aftermath. We all need to restore the global and national economies as we continue to protect the health of citizens. Some companies are laser-focused on averting failure and bankruptcy; others are looking ahead to and planning for the post-COVID ‘new normal.’ Individuals are trying to understand how to balance their health, social and economic well-being.

The complexity, variety, speed and profoundly negative impact of traditional and especially emerging cybersecurity threats forces organizations to adopt new defensive and preventive approaches, both at the infrastructure and at the application and data design levels. Traditional cybersecurity concerns have drastically evolved and today address not just enterprise perimeter, network and platform security, but newer designs of containers and microservices, newer environments such as big data platforms and cloud, managing identities of new user types – people and devices – that emerged as a part of Internet of Things (IoT) ecosystem. Seemingly endless and very impactful regulatory changes not only elevate privacy concerns to the new heights but provide a strong motivation to merge privacy and security into one large, complex and trustworthy domain. This white paper discusses these profound changes in cybersecurity defenses and threats, and describes a new approach to cybersecurity – Secure-by-Design – where cybersecurity is everybody’s responsibility. Secure-by-design principles state that cybersecurity is designed into systems, devices, platforms etc. from the inception, from defining business and technical requirements onto every step of the development and operational lifecycle.

The current banking crisis primarily impacts financial and technology sectors and is still evolving, as evidenced by the impact of Credit Suisse on bank stocks and stock markets globally. The overriding driver is trust in the banking system – by both individuals and businesses. This theme of trust was also relevant in the Great Recession of 2008, but times were different back then. There is little evidence that a comparable meltdown is imminent, but there will clearly be important structural changes in the banking market. Most of the Fortune 1000 and many private companies have now fully embraced some kind of transformation and or innovation agenda within their business strategies. These investments often go beyond enhancement to products and services to include cultural changes such as the adoption of agile business processes. Just as Covid-19 inspired investments in new approaches to business operations, the current banking crisis and its concomitant uncertainty require resilient and flexible business transformation strategies.

Care delivery organizations are faced with unprecedented challenges to meet care delivery demand. Tactically, streamlined and efficient operations can bring 30%-40% savings using available automation solutions. Strategically, there is an increasing demand for care delivery services. These increases are being driven by population increases, expanded insurance coverage and the expected increases in the aging population. Additionally, there is shortage of qualified care delivery professionals. Automation is a necessity to address today’s issues and to provide adequate medical care to a growing population.

The onset of the COVID-19 pandemic and the unprecedented impact on everything that we considered normal was unimaginable. Today’s environment is one not only of heightened risk, but of prolonged uncertainty. The pandemic has not only disrupted everything that was once considered normal but is also forcing us to navigate through the recovery period and further build a new normal in the post-crisis world. Leaders will need to examine the depth, strength and resilience of current operations and future plans within the context of Enterprise Risk Management (ERM) to enable processes to thrive under new, unforeseen challenges.