After taking singles last year, now positioned to go for the boundaries: HDFC Bank CEO
'The successful playing out of the merger synergies, the reduction in the credit deposit ratio and the large-scale mobilisation of deposits, all constitute tailwinds for the bank,' Sashidhar Jagdishan, Managing Director and Chief Executive Officer, HDFC Bank Ltd said in the bank's annual report which was released on Monday.
'To use a cricketing analogy, we focused on taking singles in the year that concluded and are now positioned to go for the boundaries,' he said.
He said as a merged entity, the HDFC Bank Group has several key subsidiaries with businesses in life as well as general insurance, mutual funds and brokerage, positioning it as a strong financial services conglomerate.
'The mortgage business which was a key component of the merger, has grown from strength to strength and is now the largest in the country. This portfolio has also been a catalyst for increased cross-selling opportunities within the HDFC Bank Group,' he said.
Stating that more than 95% of the incremental home loan customers were now opening Current Account Savings Accounts with the bank, with over half of them opting for additional product offerings, he said this had enhanced customer convenience.
He said the Bank's NBFC (Non-Banking Financial Company) subsidiary, HDB Financial Services Ltd was recently listed in accordance with regulatory requirements.
Mr. Jagdishan said that the bank's cybersecurity measures were focused on ensuring the highest level of protection against cyber threats, with proactive monitoring and automated incident response capabilities, enhanced network visibility and a zero-trust security model.
'We remain focused on being a cyber-resilient, regulatorily compliant and trusted institution that can adapt and succeed in the emerging risk landscape,' he added.
He said over the last four plus years, the bank had worked tirelessly on scaling, fortifying and modernising its technology backbone through enhanced investments on resources and collaboration with key partners and the results were now visible.
'Our core now seamlessly supports scalability and resiliency has been built by design. Our focus to further modernise through our 'Hollow the Core' programme is progressing well,' he added.
Mr. Jagdishan said in line with digital adoption GenAI would play a central role on 'how we innovate, stay resilient and create value for the future.'
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Time of India
8 hours ago
- Time of India
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The Hindu
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- The Hindu
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Time of India
2 days ago
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What Indian Marketers Must Do Differently First, they must invest in building internal AI literacy—not to turn marketers into data scientists, but to ensure that strategic decisions are made with an informed understanding of how AI systems function, where they fail, and what biases they embed. A 2024 study by WARC revealed that less than 18% of Indian marketers surveyed had formal training in AI systems, despite 73% expressing intent to increase AI investment. Second, marketers must reimagine their organisational structures. The traditional linear pipeline—from insight to brief to creative to media—assumes scarcity at every stage. That scarcity no longer exists. In its place is abundance, but with abundance comes the need for new filters. Functions like 'prompt engineering', 'cultural moderation', 'data narrative translation', and 'synthetic brand testing' may sound niche today, but they will be critical capabilities in tomorrow's marketing organisation. 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Digital consumption in India is projected to exceed 1.3 billion connected users by 2030, and vernacular content already accounts for over 60% of all online engagement. The data signals are rich, messy, and deeply human. AI trained on this complexity can power the next generation of cultural understanding and creative adaptation. But this requires ambition. Not the ambition of producing another award-winning campaign or chasing quarterly uplift, but the ambition to reshape what marketing does for the business and for society. There is a vacuum forming at the intersection of marketing, technology, and ethics. Indian marketers have an opportunity to step into that vacuum—not just to protect the discipline but to lead it into its next phase. This means becoming custodians of coherence in a world of content deluge. It means designing systems where human values are not just protected but encoded. It means thinking less like advertisers and more like architects of trust. The Future Is Not Waiting The pace at which GenAI is evolving will not slow down. OpenAI's GPT-4 Turbo has already redefined multimodal engagement, and Google's Gemini is actively being embedded into consumer products at scale. The systems are improving. The expectations are rising. In such an environment, hesitation is not caution. It is irrelevance by another name. Marketing as we knew it is not coming back. But what can replace it—if we choose to build it—is something more rigorous, more intelligent, and far more consequential. The future of marketing in India will not be defined by how well we use AI. It will be defined by how deeply we understand what only humans can do—and have the courage to do more of it. (The author is managing partnet, Gnothi Seauton. Opinions are personal)
