The US Securities and Exchange Commission (SEC) announced its proposal of new crypto asset rules to provide a framework for investment contracts involving digital assets on Wednesday.
The US Securities and Exchange Commission (SEC) announced its proposal of new crypto asset rules to provide a framework for investment contracts involving digital assets on Wednesday.
In context
- Topic: Banca y Fintech — Banca digital, pagos, open banking y regulación financiera.
- Source: Finextra
- Published: 21/08/2026
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Why it matters
IT governance rarely fails for lack of technology. It fails for lack of clarity about who decides what. A story like this one is usually the visible symptom of an operating model that no longer fits the size of the organisation, and those models get changed before the pressure arrives, not after.
My filter is always the same: does this change a decision, or only a tool? If at the end of the quarter the same people are approving the same things by the same criteria, there was no transformation, there was a purchase. The difference shows up in the committee minutes, not in the press release.
What usually goes wrong
What usually goes wrong is the part never discussed with the areas that will carry the work. It gets decided at the top, communicated downward, and the resistance shows up not as opposition but as slowness. Nobody says no; everything simply takes twice as long and nobody can explain why.
What to watch
- The real calendar of contracts and renewals: that is where you see whether the move was strategic or was an expiry date.
- What gets switched off to fund the new thing; if nothing does, the budget will hurt in six months.
- How the relationship with current vendors is left, which is usually where the dependency nobody measured is sitting.
How I read this entry
The way I would bring this down to earth is in three moves: name an owner with their own budget, define two metrics reviewed in committee every month, and set a date on which somebody decides to continue or stop. It is unglamorous, and it is what separates programmes that land from programmes that get discussed.
This entry is an excerpt from the original source, selected by the site radar. The commentary above is the site's own and does not belong to the cited publisher.
Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
