Chairman of The Orogen Group, The Orogen
Search every verified Vikram Pandit interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Vikram Pandit, chairman and CEO of The Orogen Group, has spoken about the need for a fundamental shift in the architecture of finance, describing the current system as still rooted in the 20th century. He has expressed excitement about Web 3.0, calling it a "huge paradigm shift" that can allow the value of finance to accrue more to the end user than to middlemen. Pandit has also advocated for the U.S. to take a leadership role in developing a central bank digital currency, stating that he would like the U.S. to be "the one setting the rules" and preserving the dollar's status as the global reserve currency. Pandit has discussed the impact of the COVID-19 pandemic on business models, noting that companies need to improve operational resilience and that the crisis demonstrated the value of agile, digitally native approaches. He has said that the banking system has benefited from lessons learned during the 2008 financial crisis, including stress tests and more resilient management practices. However, he has also stated that the architecture of banking has not changed much and that half of the top financial institutions are now payment companies or "super apps." He has emphasized the importance of modernization, including focusing on the customer and rethinking back-office supply chains, and has said that technology adoption is an "existential issue" for financial services.
“As somebody who's spent his life in finance, I'm very excited about Web 3.0.”
“It's a huge paradigm shift and one that can actually help fulfill the promise of finance.”
“The value of finance can accrue to the end individual — to the end user much more so than the middlemen; it's something we've all been working on and Web 3.0 can make it possible.”
“This is our second crisis that we're going through as a world and there were lessons from the first crisis and there are lessons that are coming out of this particular crisis. For most investors the notion of resilience, business continuity has become a significant concern — you want to be efficient but you also want t...”
“When you look at the stock market there is clear indication that it's a referendum in some ways of their business models — how agile they are, how sustainable they are. There are those business models that are quite digitally native that seem to be doing very well, and cash is one thing that you can do at the last minu...”
“Today, for example, you don't need fixed costs from servers — Amazon and Microsoft and Google will take that. Let them take the fixed cost; why don't you just rent it?”
“This is the source of insight and profitability for companies on a very long-term basis — having the right kind of information, the right kind of data availability and the right kind of analytics can significantly change or enhance a particular business process. If you digitize processes with strong data architecture,...”
“If you are a board member of a company you've got to ask yourself how do I make sure I have the right management information systems, how do I think about stress testing the company that I am responsible for governance for. How should you stress test businesses, how should you disclose that, how should shareholders loo...”
“The architecture of the banking system really hasn't changed much, but the banks look very much like what they were back in the day. If anything, there's been more consolidation.”
“We are still in the 20th century when it comes to the architecture of finance and banking, and that's an important consideration as we traverse the 21st century.”
“The crisis allowed the banking system to put together tools and measurements and other methods to handle what might be thrown at it, and you're seeing some of that today.”
“The digital future of finance encompasses what I call digitally native approaches to finance, and on one extreme you have decentralized finance.”
“Innovation can only move as fast as regulators allow it to move, and so amongst those three constituencies, I think it's important for us to look at the world, look at the possibilities and say look, we just don't want to be left behind.”
“I think we in the financial system have benefited from that experience — a lot of people came together, we developed stress tests and we developed a very resilient approach to managing banking.”
“The architecture of the banking system really hasn't changed much; if anything there's been more consolidation — now half of the top financial institutions are payment companies or super apps.”
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Vikram Pandit is Chairman & CEO of The Orogen Group, an operating company he created with Atairos Group that invests in ...
Vikram Pandit is Chairman & CEO of The Orogen Group, an operating company he created with Atairos Group that invests in ...
Vikram Pandit is Chairman & CEO of The Orogen Group, an operating company he created with Atairos Group that invests in ...
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