allen vincent

iFAST Corporation Ltd. to buy 30% stake in Singapore financial advisory firm. https://lnkd.in/ghyxZTgn Digital wealth platform iFast said the acquisition comes at a time of growth and consolidation in Singapore's financial advisory industry. #iFAST #singapore #digitalwealth #wealthplatform

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How safe is the financial system? Our Banking Governance & Culture report* was first published in 2018 and argued that, beyond financial metrics, the health and performance of banks depend critically on the quality of governance and the health of organizational culture. The report examined 21 (later 25) banks using our approved OMINDEX® system, focusing on dimensions such as corporate purpose, leadership quality, decision-making, trust and engagement, human capital management, innovation, and learning. The report’s data showed that banks with stronger governance and culture tended to generate better financials, higher stakeholder value, and lower risk. It also found links between OMINDEX® ratings and conventional valuation metrics (like price-to-book ratios), suggesting that culture and human systems are embedded in market perceptions. What we found: * Culture (or at least key material characteristics and systems) is a leading, but often underappreciated, indicator of organizational health and risk, one that conventional financial or risk analyses can miss. * Boards often lack the capabilities or insight to oversee culture effectively; many focus on financial control and regulations but neglect deeper human and behavioral aspects. * Poor culture or human governance failures can magnify vulnerability to disruption, reputational loss, and failures. * Governance and culture improvements should improve performance over time by reducing misconduct risk, improving decision quality, fostering alignment, and enabling adaptation. * Key issues that arose included skewed value motives, misaligned executive pay, fragmented systems, weak regulatory compliance, and a failure to integrate human capital into enterprise risk management coherently. 2025 Failures: Tricolor and First Brands “...if you were involved before the fin­an­cial crisis, then alarm bells start going off”, warned the Governor of the Bank of England over risky lend­ing in private credit mar­kets after the col­lapse of First Brands and Tri­color.” Financial Times (21 October 2025)  The recent failures of Tricolor and First Brands are not traditional bank scandals, but echo red flags of the Global Financial Crash with roots in governance, opacity, incentive misalignment, faulty controls, and eroded trust. These are the kind of breakdowns that our OMINDEX® report warned about. While our original report targeted banks, these 2025 failures remind us that in a world of shadow banking, private credit, and complex financing, these same governance/culture imperatives apply to non-bank financial entities. Such entities may appear off the radar but can transmit systemic stress to financial markets. The OMINDEX® report showed that the maturity of culture, governance, and human systems is not an optional extra but foundational to risk, and appears further validated by the collapses of Tricolor and First Brands. What do you think? *https://lnkd.in/eTDBBcrC

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🎉 SBS is pleased to be featured in the latest IBSi Fintech Journal! In this interview, Jean-Charles Duyck, General Manager SBP Core SAB at SBS, shares how banks can modernise their core capabilities without a full overhaul by focusing on high-value use cases such as digital banking, instant payments and regulatory reporting, delivered through modular, cloud-native components connected to SBP Core SAB. A practical approach to balancing modernisation, operational continuity and speed of execution. Read the full interview in the IBSi Fintech Journal👉 https://lnkd.in/dV6gUc34 #IBSintelligence #SBPCoreSAB #SBS

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