Essays on rational absurdity of banking
Bias is an inherent human tendency, and recognising and minimising it requires deliberate effort. No matter how advanced the financial models or how experienced the analysts, Credit Risk decisions are inevitably influenced by personal experiences and context. The challenge lies in identifying when this reliance on past-experience crosses the line into bias.
Lenders—Banks, NBFCs, or FinTechs—face the classic ‘Knapsack Problem’ while trying to create an optimal SME lending distribution structure. Each channel mix—branches, digital, phygital, own, agents, co-lending—brings its own costs and benefits, with varying considerations of scale, risk appetite, resources, and practicality specific to each lender. These essential considerations can help bring clarity to your distribution strategy.
In Banking, there are no barriers to imitation. Any lender-Bank, NBFC, or Fintech, can easily build a Loan product suite simply by following the leader. This quick-fix works until the inevitable product and portfolio challenges arise. However, for long-term sustainability, you need to innovate, differentiate, and pioneer new approaches while managing risk well. First Principles Thinking is exactly what works here
Hyper-personalisation promises to revolutionize banking by creating a “Segment of One” experience, but the path is riddled with complexities. Challenges of execution and technological demands can turn this potential goldmine into a costly misstep. What does it take for banks to truly harness this power?