After working over 20 years in Corporate HR, I can tell you exactly when a new technology stops being fun. It’s the moment it touches payroll.
AI in HR once stayed primarily in the shallow end, updating job descriptions and drafting policy documents. Now, it’s moving into critical workflows: hiring, payroll, compliance, performance management, and workforce planning. Here, potential mistakes go beyond typos to a broken relationship with an employee who trusted you.
As usual, the pressure on HR leaders is coming from every direction at once. The CEO wants speed, the CFO wants savings, legal wants zero exposure, and HR sits in the middle, expected to be the accelerator and the brake at the same time.
But the key tension right now has nothing to do with speed and everything to do with trust. Employees trust us with their livelihoods, boards trust us with risk, and now we’re being asked to trust software with the weight of both. So the question is simple, although hard to answer: What makes AI trustworthy enough to operate in HR?
Lawless AI, Lawful AI
AI has plenty of capabilities. The trouble starts when those capabilities are disconnected from the systems that define how work is supposed to happen. What’s often missing is context, and in HR, context is everything. That’s why the answer to everything in HR is “It depends.”
I’ve started thinking about this as the difference between lawless AI and lawful AI.
Lawless AI sits outside context, offering up a coherent, confident answer without knowing whether the person asking is allowed to act on it or whether the data is current. It’s not malicious, just unbounded—but anyone who has worked in HR knows how much damage unbounded solutions can do.
Lawful AI is grounded in the systems of record, rules, and security the organization relies on. It knows the rules of the house, because it lives there. HR employees already know this.
Workday’s 2026 research surveyed 6,100 professionals across HR, finance, IT, and operations who actively use AI. Eighty-seven percent agreed that AI increases their confidence in decisions only when they know they can trust the underlying systems and data. When the stakes are high, as with pay, compliance, reporting, or audits, 81% said their organization relies on a small number of trusted systems to determine what’s true.
Then there’s the finding that made me wince, because I have lived it. HR respondents were more likely than the global average (68% versus 64%) to say different teams often disagree about whose numbers are correct. HR is the function that argues about headcount in the same meeting where we’re being asked to trust an AI-generated workforce plan. Layering AI on top of that disagreement simply gives us the wrong number faster and with better formatting.
Trustworthy AI Needs Guardrails
None of this is an argument for the status quo. Instead, it’s a sign we need human judgment more than ever. One global manufacturing company’s SVP and CHRO says it plainly: “Human-centric quality is incredibly important. AI can provide the recommendation, but the human needs to be in the driver’s seat to make the decision.”
AI is probabilistic, meaning it makes decisions based on available evidence. But payroll must be processed accurately and consistently every pay period, and an approval chain must remain intact regardless of variations in model performance. The model brings the reasoning and the process brings the rules, and when you pair them, you finally get something HR can stand behind.
So how should a CHRO evaluate an AI product? Not with a flashy demo. Before you put AI near a critical HR workflow, check if it:
If the answer to any of those is “I’m not sure,” you don’t have an AI strategy—you have an experiment. And experiments belong in a lab, not in your payroll.
Trust is never something you can tack on to a solution. It should be integrated from the beginning. The good news is that for most organizations, the beginning is right now. The organizations that successfully integrate AI into HR won’t be the ones that deploy the most tools or the most pilots, but those that embed AI into the systems where trust, context, and accountability already live.
Leigh Elena Henderson is creator of HRManifesto and author of Workable.
Learn more on how Workday can help your organization put AI to work with the trust, context, and governance critical business decisions demand.
American Express is making a big change to its Pay Over Time feature. Starting February 1, 2027, Pay Over Time will be permanently set to Active, and cardholders will no longer have the option to turn it off. That means eligible purchases will automatically be added to your Pay Over Time balance, up to your assigned limit.
Many cardholders prefer turning this option off, hoping to receive a bonus. It looks like this will no longer be possible next year.
Nailing a job interview takes more than preparation and practice. HBR contributing editor Amy Gallo shares strategic tips on how to prepare, what to do, and what to say to make a great impression. Learn how to do your homework, craft compelling stories, practice effectively, have engaging conversations, and handle unexpected challenges. Whether it’s in-person or virtual, these strategies will help you stand out and ace your next interview.
Read more:
00:00 Conflicting advice
00:42 Do your homework
01:50 Craft your stories
03:27 Practice
05:03 Have a great conversation
06:22 When things go wrong…
08:28 A note on virtual interviews
09:45 Let’s review
A breach at BankMobile, the banking platform about 60 California community college districts use, affected roughly 65,000 student accounts.
About 400 accounts had financial aid stolen, and some students have now waited more than a month for their refunds.
The College Investor doesn’t believe any college should require students to use one payment processor or bank to receive their financial aid refunds and colleges should plan for better ACH processing of refunds.
A security breach at BankMobile has delayed financial aid refunds for thousands of California community college students. BankMobile told state community college officials that about 65,000 student accounts were affected by unauthorized data changes, EdSource reported. Roughly 1,000 accounts were accessed. Allegedly about 400 had their financial aid refunds stolen outright.
About 60 community college districts use BankMobile to pay out scholarships, school financial aid and federal financial aid refunds such as leftover Pell Grant funds.
State officials said a change BankMobile made to its account verification process in July created the vulnerability. Attackers used it to hijack student accounts and modify account information. In October, the California Community Colleges Chancellor’s Office told districts to halt electronic payments through BankMobile.
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Why It Matters
A financial aid refund is the leftover financial aid a student receives after a college applies it to tuition and fees. For many students, this money is essential to pay for non-direct costs such as rent, gas, food and books.
EdSource reported that students were rationing gas, skipping meals and going without textbooks while they wait.
A 2023 state survey found more than two in three California community college students struggled to meet at least one basic need. Nearly half, 47%, faced food insecurity.
For the roughly 400 students whose funds were taken, EdSource reported the money may never be recovered.
How Did California Colleges Respond To The BankMobile Breach?
Districts across California’s community college system have handled the breach differently. Riverside Community College District paid about 3,400 direct deposit students by paper check starting Oct. 8, according to district controller John Geraghty. Riverside went back to direct deposit after BankMobile described stronger security protocols.
Los Rios Community College District went further, announcing it will move student disbursements and refunds from BankMobile to Nelnet.
Communication has been uneven too. Butte College officials said they didn’t know whether any compromised accounts belonged to their students, but they switched to paper checks anyway.
Why Do So Many Colleges Use BankMobile?
Paying out refunds is compliance-heavy work that most colleges would rather not run themselves. Under BankMobile’s model, the college sends a student file and wires one lump sum. BankMobile then pays each student based on their refund choice, according to its refund management compliance handbook (PDF File). That takes check printing, returned payments and student calls off the financial aid office’s plate.
The service can stay cheap for colleges because students pay for it in other ways. BankMobile’s former parent bank, Customers Bancorp, said in its 2018 annual report that the business earned money largely from debit card interchange, deposit fees and university fees. It also warned that losing the small-bank exemption from federal debit fee caps could mean charging students more.
A 2022 Consumer Financial Protection Bureau report found nearly $13 million of about $15 million in yearly student account costs went to one provider, which Inside Higher Ed identified as BankMobile. Students paid a monthly fee if they had less than $300 in qualifying deposits, and financial aid refunds didn’t count toward that $300.
First Carolina Bank purchased BankMobile’s parent in early 2025, when it had about $3.1 billion in assets. That keeps the bank well under the $10 billion line where federal debit fee caps kick in. BankMobile brought First Carolina about $535 million in average low-cost deposits in the first quarter of 2026, S&P Global reported. Much of that money starts as students’ financial aid refunds.
California districts face an extra hurdle. Community college districts pay most bills through warrants on the county treasury, under California Education Code section 85266. Building in-house direct deposit for thousands of students on top of that system is a heavy lift. For districts paying out thousands of Pell Grants each term, outsourcing became the easy answer.
But we’re not going to sugarcoat it here at The College Investor: it’s not a great system for students.
So Why Do Students End Up Using BankMobile?
Federal rules are clear in that a college cannot require a student to open a bank account. However, that doesn’t mean they don’t have to create an account to jump through secondary hurdles to move their money to their preferred bank or even request a paper check.
For a college that uses BankMobile processing, students have to go through BankMobile even if they want to eventually use their own bank.
Students get a personal code and make their refund choice on BankMobile’s site, as San Mateo County Community College District explains. That includes students who want direct deposit to their own bank account, so their bank details are logged with BankMobile too. This account information is exactly what attackers modified in this breach.
The setup also nudges students toward BankMobile’s own checking account. A refund sent to a BankMobile Vibe account lands the same business day, while a transfer to a student’s own checking account typically takes one to two business days to post, Portland Community College tells students.
That’s the difference between an internal transfer and an ACH payment. Federal rules only require payments to a student’s existing account to be initiated as quickly, not to arrive as quickly.
Why Shouldn’t Colleges Require One Platform?
The College Investor sees two problems here, and colleges own both. On the processing side, a district that routes every financial aid refund through one vendor has no backup when that vendor fails. That’s how California students who chose direct deposit ended up waiting on paper checks this fall.
On the refund side, requiring every student to sign up through BankMobile isn’t a neutral choice when BankMobile’s own account is the fastest option. The CFPB has documented students being told their financial aid might arrive later if they skipped the college-sponsored account. Colleges should collect bank details through their own student portal and keep a way to pay students by ACH directly. Students should never need a third-party profile to receive leftover financial aid that already belongs to them.
Customer service makes the problem worse. Our guide to financial aid refund bank accounts and avoiding BankMobile reflects the complaints we hear most from students, especially long hold times and trouble updating account details. BankMobile’s Trustpilot review summary says customers frequently report spending hours on hold.
That’s one more reason to keep your money in one of the free college student checking accounts you picked yourself.
What Should Students Do Instead?
We generally recommend students open a free college checking account and choose direct deposit to it for their refunds.
After any breach, students should log in and confirm their refund preference and bank details haven’t been changed. Anyone whose details were changed should treat it like identity theft and contact both their college and BankMobile.
Scammers also pose as BankMobile and financial aid offices, so verify any “refund delayed” message with your college and watch for these common college scams.
How This Connects
The breach lands as federal oversight of college banking deals is shrinking. When the CFPB released its 2022 findings, the Education Department promised more staff to oversee these arrangements.
The department has since laid off 20% of its staff during the shutdown, and a judge had to block a plan to fire 90% of CFPB staff. That leaves colleges, and students, carrying more of the burden of vetting these vendors.
The administration is also looking to continue downsizing the CFPB and limit its enforcement of banks and payment processing services
What’s Next
Watch whether more districts follow Los Rios off BankMobile before spring disbursements.
The bigger open question is whether the roughly 400 students who lost money get it back. Students still waiting should ask their financial aid office about a paper check, and Los Rios has pointed students to its Basic Needs Center for food, housing and transportation help in the meantime.
If your refund still hasn’t arrived, here’s what to do when you run out of financial aid mid-semester.
The post BankMobile Breach Delays Financial Aid For Thousands Of California Community College Students appeared first on The College Investor.
Mortgage rates continue to build on improvement seen last week, with the bellwether 10-year bond yield now down below 4.9%.
That’s the lowest yield we’ve seen in nearly two months, driven by a big October rally in bonds.
Of course, that rally was at the cost of tech stocks, which got battered as investors performed a flight to safety out of risk and into boring, old (guaranteed to be paid) Treasuries.
Interestingly, things could get even better for mortgage rates because there are still other levers that have yet to be pulled.
That includes jobs data, which if weak could further lower mortgage rates, along with any progress on the Middle East conflict.
Oil Prices Fall on Hopes of Diplomatic Solution with Iran
It could be a very eventful week, with the midterm elections tomorrow, the jobs report Friday, a lot of other jobs data in between, and renewed Iran peace talks.
Rumblings of some sort of deal helped push oil prices down about 7% today, with Brent falling about $8 per barrel.
Secretary of State Marco Rubio said the president would like to resolve the Iranian war “diplomatically,” which would be a big departure from the aggressive talk and fears of larger strikes post-midterms.
That matters because oil has been a big driver of inflation lately, and inflation worries are what push bond yields (and mortgage rates) higher.
Of course, we’ve seen this movie before, many, many times. Only to see President Trump make threats the very next day.
So I would imagine the market is still pretty cautious any time they hear stuff like this.
But it does put the spotlight back on oil prices after weeks of focus on the AI trade and Big Tech.
And it makes me wonder if those forces work in tandem, mortgage rates could get an even bigger push lower.
[Compare five different mortgage rates and payments side by side with my mortgage rate calculator.]
Is the Worst Over for Mortgage Rates?
What a difference a month makes.
In early October, the 10-year bond yield was above 5.3% and climbed as high as 5.37%.
Today, it’s nearly 50 basis points (0.50%) lower, which is quite a 30-day swing.
Back then, there were fears the 10-year could climb to 7%, but now it seems like we worst might be behind us.
Sure, things can change, but it feels like there are more potential tailwinds for yields to drop than the inverse.
As noted, we’ve got some positive news regarding Iran, we’ve got AI that has cooled off, and we’ve got more jobs data incoming.
The fact that yields and mortgage rates seemed to top out last month tells you they could resume their trajectory seen before the war began in March.
As opposed to climbing back toward 8% as they did in late 2023.
Can Mortgage Rates Get Back to a 6-Handle This Year?
The near-term goal for mortgage rates is to build on their current downward momentum and avoid any setbacks.
The midterms could make for choppy movement this week, though the more important things continue to be the war, oil prices, and jobs data.
And aside from the monthly jobs report Friday, we have the JOLTS job openings report Tuesday, the ADP jobs report Wednesday, and weekly jobless claims Thursday.
So there is plenty of employment data to parse as the week goes on.
Assuming we can get through all of that unscathed, the 30-year mortgage could inch closer and closer to the 6s again.
At last glance, it’s around 7.25%, down from a recent high of around 7.625%.
So it’s more than halfway back to the 6s, though we’ll need to see more of the same drivers that have pushed rates off those highs.
Ideally, with less of a stock market rout and more driven by positive developments in the war
Keep a close eye on oil prices and the Iran headlines, along with the tech trade, and be aware that a lot of jobs data is coming down the pike as well.
Read on: How are mortgage rates determined?
Before creating this site, I worked as an account executive for a wholesale mortgage lender in Los Angeles. My hands-on experience in the early 2000s inspired me to begin writing about mortgages 20 years ago to help prospective (and existing) home buyers better navigate the home loan process. Follow me on X for hot takes.
Luana Lopes Lara is a former ballerina, an MIT graduate and the world’s youngest self-made female billionaire.
She made her fortune by co-founding Kalshi, a prediction market exchange that allows users to bet on everything ranging from weather to sports.
She said many smart founders fall into a common trap when it comes to starting their own business.
As a teenager, Luana Lopes Lara studied ballet at the Bolshoi Theater School in Brazil. Competition was cutthroat; students sometimes tried to sabotage each other by hiding glass fragments in each other’s shoes. She attended technical school in the morning, then went to ballet training from the afternoon to the night.
“Since I was very little, I wanted to do big things,” Lopes Lara said in a recent episode of the podcast Confession with Ali Partovi.
That discipline laid the foundation for Lopes Lara’s later success. Now, at 30 years old, the entrepreneur is the world’s youngest self-made female billionaire, unseating pop star Taylor Swift and tech billionaire Lucy Guo in December 2025 to claim the title. Lopes Lara has a net worth of $2.6 billion, according to Forbes.
She made her fortune by co-founding Kalshi, a prediction market exchange where users can buy and sell yes-or-no contracts based on real-world future events, such as elections, economic data, weather and sports. Lopes Lara is working towards a future where people can essentially bet on anything.
Kalshi is “the first federally regulated exchange in the United States dedicated exclusively to trading on the outcomes of future events,” according to its site.
The common trap
Lopes Lara said on the podcast that many smart founders fall into a common trap when it comes to starting their own business: They become “obsessed with probabilities.”
“You can psych yourself out of doing anything,” she said. “I think that going for it, taking the risk, believing that things will work out, is very important.”
Lopes Lara said that if a startup’s employees are only thinking about the math of whether the company is going to work or not, it becomes a “super negative culture that overreacts to every new information you have.”
“It’s important to have a lot of optimistic people who want to build things in the company,” Lopes Lara said.
How she started Kalshi
Lopes Lara created Kalshi in 2018 with her co-founder, Tarek Mansour. They both graduated from the school in 2018. Lopes Lara majored in computer science and mathematics, while Mansour majored in electrical engineering, computer science and mathematics. They met because they had classes in common, and Lopes Lara always sat at the front of the class. Mansour wanted to learn from her example, so he started sitting next to her.
Lopes Lara came up with the idea for Kalshi when she was interning at Five Rings, a New York trading firm. She noticed that people on social media were pushing the narrative that reality TV star and entrepreneur Kylie Jenner was pregnant.
“I was like, ‘I want to make a bet with you on this,’” Lopes Lara said in an interview with Bloomberg earlier this year. The only problem was that she had nowhere to place the bet.
In that moment, Lopes Lara identified an opportunity that was bigger than gossip. She found that there were millions of people with firm views about the future, but no outlet for those beliefs.
Now Kalshi, which addresses that need, is worth a reported $22 billion and growing.
Key Takeaways
Luana Lopes Lara is a former ballerina, an MIT graduate and the world’s youngest self-made female billionaire.
She made her fortune by co-founding Kalshi, a prediction market exchange that allows users to bet on everything ranging from weather to sports.
She said many smart founders fall into a common trap when it comes to starting their own business.
As a teenager, Luana Lopes Lara studied ballet at the Bolshoi Theater School in Brazil. Competition was cutthroat; students sometimes tried to sabotage each other by hiding glass fragments in each other’s shoes. She attended technical school in the morning, then went to ballet training from the afternoon to the night.
“Since I was very little, I wanted to do big things,” Lopes Lara said in a recent episode of the podcast Confession with Ali Partovi.
That discipline laid the foundation for Lopes Lara’s later success. Now, at 30 years old, the entrepreneur is the world’s youngest self-made female billionaire, unseating pop star Taylor Swift and tech billionaire Lucy Guo in December 2025 to claim the title. Lopes Lara has a net worth of $2.6 billion, according to Forbes.
For a decade, Washington urged the world’s manufacturers to move their factories out of China and into friendly Southeast Asian states—only to attack the very countries and companies that answered the call.
Usually, U.S. economic statecraft is designed to help American companies succeed abroad. President Donald Trump’s punitive trade program is having the reverse effect. Broad-based import taxes have jolted manufacturers across ASEAN (the Association of Southeast Asian Nations), including American ones.
Rather than checking China, trade policy is alienating regional partners, harming supply-chain diversification, and eroding America’s influence over the bloc’s trade decisions. The U.S. is engaged in what Evan Feigenbaum, a veteran diplomat and former Republican, terms a “reverse pivot.” Bogged down in foreign crises elsewhere, Washington now projects hesitation and retreat in Asia rather than dynamic leadership.
In the months after President Trump’s April 2025 announcement of “Liberation Day” tariffs, some of ASEAN’s non-tariff barriers fell. A few countries used the exogenous threat to bring about needed reforms. Deals were done, including Boeing sales and–at least prospective–LNG contracts. It appeared that coercion worked, at least in the short term. In February the Supreme Court struck down much of the initial tariff regime and the administration pivoted to workarounds: 150-day emergency measures under Section 122 of the Trade Act of 1974, and expansive Section 301 investigations into forced labor, intellectual property violations, and “excess capacity.”
America’s labor, intellectual property, and excess-capacity concerns are really about China, not Southeast Asia. The administration substituted an improvised China policy for a coherent Southeast Asia policy—a strategic blunder. By treating regional partners as collateral damage to show that China isn’t singled out, Washington is undercutting its most reliable partners and allies.
Nowhere is the absurdity of this approach more evident than in the supply chains themselves. For nearly a decade, multinational corporations have redirected capital and manufacturing from China into Vietnam, Malaysia, India, and the Philippines. The goal of these “China plus one” strategies was to insulate critical industries from geopolitical risk and move them into friendly states.
Washington’s tariff regime now undercuts this strategy. Southeast Asian export hubs suffer far more than the United States when Chinese firms attempt illicit transshipment, while subsidized Chinese overcapacity squeezes local producers. The broader reality, though, is not widespread evasion but deep and legitimate supply-chain integration. By imposing blanket punitive duties, Washington is tightening the vise on the very partners helping achieve that diversification.
As Deborah Elms, head of trade policy at the Hinrich Foundation, has observed, Washington created the incentive structure for alternate supply routes and is now penalizing regional partners for using them.
These tariffs aren’t even achieving Trump’s stated goals. Higher costs and a shortage of skilled domestic labor mean production lines won’t magically shift to U.S. shores. Bilateral trade deficits with Southeast Asian economies remain largely unchanged; regional exporters, U.S. importers, and consumers are simply absorbing higher costs.
ASEAN nations have long been masters of dynamic hedging—exemplified by Vietnam’s “bamboo diplomacy”—balancing China against the United States. None of them want to be dominated by Beijing, making Washington their natural partner. Yet as U.S. policy grows increasingly erratic and punitive, it inadvertently pushes them to hedge elsewhere.
As Canadian Prime Minister Mark Carney warned at the World Economic Forum in Davos in January, the weaponization of economic tools forces middle powers to organize: “If we are not at the table, we are on the menu.”
Coercive tactics failed with Canada, and they will fail in Asia. Recently, politically appointed U.S. ambassador to Singapore Anjani Sinha told local and international business leaders that he received orders from the President to “bring home the money,” so they needed to double their U.S. investments. The demand went over like a lead balloon. Capital flows are not surging into the United States; they are pivoting further into Asia.
This friction runs counter to decades of bipartisan precedent. Since the 1985 Plaza Accord, which catalyzed an era of industrial integration in Southeast Asia, American leaders have recognized that regional partners thrive under predictable, rules-based frameworks rather than blunt coercion. Today’s transactional posture risks creating a durable trust deficit that will penalize American enterprise for a generation.
Since America pulled out of the Trans-Pacific Partnership in favor of country-by-country negotiations, its absence at the table has been filled by others. ASEAN is now building institutional networks that bypass Washington altogether. Member states are working with accords like the Regional Comprehensive Economic Partnership (RCEP) and the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP).
American companies have not forgotten the benefits of clear rules of the road in a multilateral context. They have worked closely with ASEAN negotiators toward the ASEAN Digital Economy Framework Agreement (DEFA). Spanning 11 nations, nearly 700 million consumers, and an estimated $2 trillion digital marketplace, DEFA would establish comprehensive standards for cross-border data governance, cybersecurity, digital identity, and artificial intelligence.
As Washington retreats behind tariffs and procedural disputes, Southeast Asia—with input from U.S. companies—is writing the regulatory architecture of the 21st-century digital economy.
Washington builds walls while ASEAN builds architecture.
Southeast Asia does not wish to decouple from the United States. Four ASEAN nations—Vietnam, Thailand, Malaysia, and Singapore—rank among America’s top 20 bilateral trading partners. Private enterprise, investment flows, and educational links remain extraordinarily resilient.
But in statecraft, trust is the ultimate currency. U.S. influence in the Indo-Pacific was never sustained through sheer market size or coercive leverage alone; it thrived because Washington offered an institutional vision grounded in mutual benefit and reliable rules. If Washington continues to treat its Asian partners as transactional pawns in a zero-sum struggle with Beijing, it will discover they have other trading partners. America risks economic isolation and strategic diminishment in the century of the Pacific Rim.
The opinions expressed in Fortune.com commentary pieces are solely the views of their authors and do not necessarily reflect the opinions and beliefs of Fortune.
Update 11/2/26: Offer is back on Wells Fargo, AmEx, and U.S. Bank through 11/29 or 11/30. The best version is on Wells Fargo at 15% back, up to $7.50 cashback. (hat Celia)
Update 9/14/26: Offer is back on AmEx, Wells Fargo, and U.S. Bank offers for 10% back at CVS, up to $5 cashback. Valid through September 29th or 30th.
Update 3/13/26: Amex Offer for 10% back, up to $5 this time, valid through 3/29/26.
Update 12/10/25: Capital One offer expired, amex offer still good
Update 12/2/25: There’s a similar offer from Capital One Offers with card-link for 10% back at CVS in-store, up to $10 back. That one ends on 12/8/25. (ht reader RM)
The Offer
Check your AmEx Offers for the following deal:
Get 10% back on in-store purchases at CVS, up to $10 back. Valid for one purchase. Valid through 12/30/25.
Our Verdict
Nice pharmacy savings. Enroll in Rakuten for 2.5% extra in-store cashback. Stack with CVS gift card deals as well. Or you can buy a $100 Amazon gift card or the like from CVS.
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Who actually owns Tata Group? Is it the Tata family, Tata Trusts, Tata Sons, or the chairman? In this video, we uncover the hidden structure behind one of India’s most powerful business groups. From Jamsetji Tata and the creation of Tata Trusts to Ratan Tata, Cyrus Mistry, N. Chandrasekaran and the latest Tata Sons listing debate, we explain where ownership, control and decision-making power actually sit — and how the Tata empire continues even when its most famous leaders are gone.
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This Q&A is gleaned from articles published in Enterprising Investor on this subject within the past 100 days. These articles are linked below. This is designed for CFA charterholders, portfolio managers, wealth advisers, and institutional investors, with an emphasis on what is changing, why it matters, and what practitioners should do next.
Stablecoins, CBDCs, and the changing infrastructure of global finance.
