Ashwani Nexus

  Over the years , I have observed many forms of risk — credit, market, operational, and reputational. Few, however, have evolved as rapidly and become as deeply embedded in business outcomes as cybersecurity risk. Traditionally, cybersecurity has been treated as a highly specialized, technical subject — managed by dedicated IT teams and discussed at the board level largely within the confines of Risk Management or Information Technology Committees. The implicit assumption often is that it is “too technical” for wider organizational understanding. In today’s interconnected digital environment, this approach is clearly inadequate. Cybersecurity is not a back-office issue. It is a business-critical, enterprise-wide concern. It directly affects operational continuity, customer trust, brand equity, and long-term value creation. It must therefore move beyond being viewed purely as a risk management topic and be embedded within business strategy and core organizational priorities. The re...

  After keenly observing human behavior for decades —across workplaces, markets, and everyday interactions—I’ve learned that some of the most powerful lessons come not from boardrooms, but from simple, human moments. One such moment happened a few day’s back.While sorting my clothes, I realized I had several excess shirts. One brand-new shirt, unused because the size didn’t fit me, caught my eye. I decided to offer it to the security guard in my housing society. His response surprised me. “Sir, I already have four shirts. That is sufficient for me. I don’t require any more at present.” No hesitation. No false modesty. Just clarity. That moment stayed with me. In a world driven by more—more income, more possessions, more upgrades—here was someone who clearly understood enough. And that, I believe, is a profound lesson in financial behavior. Sound financial health is not just about how much you earn. It is about how much you truly need. 👉 Most personal financial stress does not aris...

  Certain experiences early in one’s career quietly shape the leader we eventually become. Often, their true value is realised only much later.I remember one such occasion. In my early professional years, I was once called into my manager’s office and informed that a large public function was to be organised within two days to launch a joint project. Senior political leadership and top management from our organisation were expected to attend. I was entrusted with end-to-end responsibility for the event. I was also asked to lead a team of ten members—five of whom had over 25 years of professional experience. As a relatively young professional, I was unsure whether I could do justice to the responsibility. I shared my apprehension with my boss. His guidance was simple yet profound: “They are all here to give their best. Your role is to give them the freedom and respect to do so.” The challenge was not technical—it was managerial. The real question was not what needed to be...

  In recent times, the increasing reports of employees under severe stress due to high performance pressures and unrealistic targets can no longer be ignored. This is a troubling but familiar pattern mainly in financial services sector. An excessive focus on quarterly numbers, combined with top-down target setting, is creating a work environment where pressure is relentless and recovery is absent. What is unfolding is not just a human issue—it is a strategic and cultural one. Unrealistic targets, driven largely by short-term performance expectations, place frontline and branch employees in an impossible position. Diverse markets, varied customer profiles, and differing regional potentials are often measured with a uniform lens. When such targets are repeatedly missed, stress escalates—manifesting in physical ailments, mental fatigue, and, in extreme cases, irreversible outcomes. The immediate cost is human suffering; the long-term cost is far greater. One overlooked consequence of...

  Most people think insurance ends once a claim is paid. In reality, that’s where two important legal principles quietly step in—Subrogation and Contribution. Understanding them makes you a smarter policyholder. 🔶 Subrogation – Stepping into Your Shoes When an insurer pays for your loss, it gets the legal right to recover that amount from the party actually responsible. ▪️ Example: Your car is damaged because another driver was negligent. Your insurer pays for repairs. Later, the insurer can recover that amount from the negligent driver (or their insurer). You are compensated, and the wrongdoer ultimately bears the cost. 🔶 Contribution – Sharing the Burden Fairly If the same risk is covered by more than one policy, no insurer should pay more than its fair share. ▪️ Example: A warehouse is insured with two fire policies from different insurers. If a fire causes a loss, both insurers contribute proportionately to the claim instead of one insurer paying the full amount. 🔶 Why T...

The greatest risks to organizations rarely come from sudden external shocks. They take root quietly when agreement is valued more than inquiry, comfort more than curiosity, and alignment more than independent thinking. When consensus becomes the objective, judgment weakens—and organizations slowly lose their ability to see what is changing around them. Groupthink or herd mentality is one of the most underestimated leadership risks. It does not present itself as dysfunction. It presents itself as confidence. Early warning signals are dismissed as exceptions. Dissenting views are seen as unnecessary friction. Performance numbers are celebrated, while the assumptions beneath them remain unchallenged. Over time, organizations become impervious to emerging weaknesses, even as markets, customers, and technologies shift. This mindset creates an environment where difficult questions are avoided and reassuring narratives are reinforced. Reviews focus on validating past success rather than stres...