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Jerome Powell Notes that Federal Reserve Has No Plans for a Central Bank Digital Currency

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The Federal Reserve has explicitly stated it has no plans to issue or develop a central bank digital currency (CBDC), often referred to as a digital dollar. This position aligns with longstanding caution from the Fed, reinforced in 2025–2026 under Chair Jerome Powell.

The Fed’s 2022 discussion paper Money and Payments explored potential benefits and risks of a U.S. CBDC but took no position on whether to pursue one. It emphasized that any issuance would require clear support from the executive branch and Congress ideally via specific authorizing legislation. No such authorization has been granted.

In February 2025, Powell directly affirmed during congressional testimony that the Fed would not develop a CBDC while he leads the institution. He has repeatedly described the idea as unnecessary given the existing efficient U.S. payments system.

Recent reaffirmations from Fed officials, including references to statements by Randall Guynn, confirm there are currently no plans to create or issue one. This sets the U.S. apart from many other jurisdictions actively researching or piloting CBDCs.

An January 2025 executive order prohibited federal agencies from undertaking actions to establish, issue, or promote a CBDC and directed termination of related initiatives. Multiple bills aim to restrict or ban Fed issuance of a retail CBDC, with provisions incorporated into defense and other legislation. These reflect concerns over privacy, surveillance risks, financial stability, and disintermediation of banks.

The Fed has conducted technical research and pilots for learning purposes, but these do not indicate active development toward deployment. Projects like FedNow are instant payment services, not CBDCs. In short, while the Fed continues to monitor digital innovation and payments evolution including private stablecoins, which saw regulatory progress via the 2025 GENIUS Act, a government-issued retail CBDC is not on the agenda.

Any future shift would face significant legal, political, and practical hurdles requiring explicit congressional approval. This stance prioritizes the strengths of the current dollar system—cash, bank deposits, and private-sector innovations—over introducing a new central-bank liability with potential downsides for privacy and banking stability.

Central Bank Digital Currencies (CBDCs)—digital versions of fiat money issued directly by a central bank—raise significant privacy concerns because they shift from cash-like anonymity or intermediated bank records to systems where transaction data could be centralized, traceable, and potentially accessible to governments.

While privacy risks depend heavily on design, critics argue that even “privacy-protected” CBDCs fall short of cash and could enable unprecedented financial surveillance. A retail CBDC could create a direct government ledger of every transaction, eliminating the “air gap” provided by private banks or cash.

Unlike physical cash, where no one tracks who spends a $100 bill, a CBDC might require the central bank to maintain records for anti-money laundering (AML) and counter-terrorism (CFT) compliance. This enables real-time visibility into individuals’ spending, savings, and behavior. Federal Reserve Chair Jerome Powell noted in 2019 that a transparent CBDC could conceivably require the Federal Reserve to keep a running record of all payment data… a stark difference from cash and raises issues related to data privacy.

ECB President Christine Lagarde has similarly acknowledged that a digital euro would not offer “complete anonymity as there is with cash. In contrast to today’s bank deposits; protected somewhat by the third-party doctrine and requiring warrants or subpoenas for broad access, a CBDC stores data directly with the government by default, bypassing intermediaries and enabling keystroke surveillance.

Data Collection, Storage, and Misuse

CBDCs generate vast amounts of personally identifiable information (PII) and transaction data. Risks include: Data leaks or breaches: Centralized repositories become prime targets for cyberattacks, phishing, or malware. Governments or insiders could misuse data for profiling, discrimination, or non-financial purposes.

Cross-border flows: Varying privacy laws could expose data internationally. IMF analysis highlights that poor design leads to users losing control over who accesses their data and how it is used, potentially undermining trust in central bank money. CBDCs are often designed as programmable money—tokens that can expire, carry spending restrictions, or be monitored for compliance.

This goes beyond privacy to enable targeted restrictions, amplifying surveillance concerns. Critics warn this could evolve into de facto social or political controls. A single point of failure heightens risks of hacks that expose all users’ data at once, unlike fragmented private systems. Even anonymized designs may allow re-identification through data aggregation.

These risks are not hypothetical: surveys consistently rank privacy as a top public concern, with many viewing CBDCs as a step toward a surveillance state. Analyses of global trials show no CBDC matches cash-level privacy. Many require digital ID linkage, biometric ties, or full traceability, with data shared for welfare, tax, or AML purposes.

Privacy is not inevitable doom—design choices matter. Proponents including some central banks and recent research advocate: Privacy-by-Design and Privacy-Enhancing Technologies (PETs): Zero-knowledge proofs (ZKPs) allow verification (e.g., “this transaction is valid and the user has funds”) without revealing identities or details. Other tools include homomorphic encryption, differential privacy, and pseudonymity.

Private banks or fintechs handle customer identities and wallets; the central bank sees only aggregated or pseudonymous data. Tiered anonymity is common. Strict access rules, data minimization, user consent, audits, and separation of regulatory vs. operational functions within central banks.

A March 2026 study by UK researchers proposes a public blockchain-based retail CBDC using ZKPs and intermediaries to minimize central bank access to PII, arguing risks are real but solvable with governance. IMF and World Economic Forum perspectives note that well-designed CBDCs could even improve privacy over some private digital payments if PETs and laws are robust.

CBDC privacy risks are substantial and multifaceted, primarily stemming from centralization, traceability, and programmability—features that distinguish them from cash or even current digital banking. While cryptographic and legal mitigations exist and are actively researched, many experts and lawmakers view the potential for surveillance as outweighing benefits in privacy-sensitive jurisdictions like the US.

Any future CBDC would require extraordinary safeguards to avoid becoming a disaster for privacy, as some analyses have warned. Ongoing global pilots and 2026 research continue to test these trade-offs, but the debate underscores why caution prevails in many places.

Developers Warn Surge in AI-Built (Vibe-coded) Apps Slows Apple’s Review System

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An Apple leader

The explosion in software built with generative coding tools is beginning to expose a new pressure point in Apple’s tightly controlled ecosystem: getting apps through the App Store may now be taking longer than building them.

A sharp rise in new iOS app submissions, driven by the mainstream adoption of prompt-based development tools since 2025, is fueling complaints from developers over longer review queues and stricter scrutiny, even as Apple insists the overwhelming majority of apps are still cleared within two days.

According to data from Sensor Tower cited by Business Insider, the number of iOS apps released in the United States rose 54.8 percent year-on-year in January, after a 56 percent jump in December, marking the fastest pace of growth in four years.

The surge underscores how dramatically the economics of app creation have shifted. What once required teams of developers, weeks of engineering work, and significant capital can now, in many cases, be prototyped in hours by solo creators and non-technical founders using conversational coding tools.

But that acceleration on the front end is colliding with a human-led review process on the back end.

Developers say the approval queue has become the new choke point.

James Steinberg, a New York-based app developer, said one of his applications has been waiting roughly six weeks to go live, while updates now take anywhere from several days to a week.

“The slowest thing is now the Apple store not making the app, not marketing,” Steinberg said. “Yeah, it’s pretty wild.”

His experience mirrors growing complaints across developer forums, where multiple users report apps lingering in the “Waiting for Review” stage for weeks, well beyond Apple’s publicly stated timelines.

That frustration is being compounded by inconsistency. Some developers report one app clearing within 48 hours while another sits idle for weeks, suggesting a queue that is becoming increasingly unpredictable.

Apple, for its part, rejects the notion of a systemic breakdown. The company says 90 percent of submissions are reviewed within 48 hours and that it has processed more than 200,000 app submissions each week over the past 12 weeks, with an average review time of 1.5 days.

Yet the emerging tension appears to go beyond sheer volume. Recent reports indicate Apple has quietly blocked updates for popular no-code and prompt-driven app creation platforms such as Replit and Vibecode, citing long-standing App Store rules that prohibit apps from downloading or executing code that materially changes their functionality after approval.

That development points to a deeper issue at the heart of Apple’s response: the company is not only dealing with more submissions, it is also confronting a category of apps that challenges the architecture of its review rules.

App Store guideline 2.5.2, which bars apps from installing or running code that alters features after they have been reviewed, has found itself at the center of the dispute. For prompt-based app builders, that rule strikes at a core capability, allowing users to generate and preview functioning software in real time.

This creates a dilemma for Apple. These tools are expanding the developer base, opening software creation to freelancers, entrepreneurs, and hobbyists who may never have written code before. They also raise concerns about security, spam, duplication, and low-quality applications flooding the store.

For developers with legitimate products, the fear is that the crackdown may be sweeping too broadly.

Posts across Reddit’s iOS development communities suggest some long-established apps are now facing repeated rejections, “spam” designations, or warnings that they no longer meet Apple’s minimum quality threshold.

Industry analysts say Apple’s current gatekeeping model may be reaching its limits.

Forrester analyst Dipanjan Chatterjee noted that stricter reviews may help reduce the volume of low-grade submissions in the short term, but warned that this is not a problem Apple can solve through rejections alone.

“This is not a problem Apple can reject its way out of; as AI accelerates app creation, the company will have to evolve from artisanal gatekeeping to curation at scale,” Chatterjee told Business Insider.

The issue is no longer simply about slower approvals. It is about whether Apple’s curation model, built for an era of conventional software development, can scale for a world where apps can be generated at industrial speed.

As the barriers to building software continue to collapse, the pressure is shifting to distribution platforms. For Apple, the challenge is now less about policing code and more about redesigning a review infrastructure capable of handling a new era of mass app creation without compromising quality, security, or user trust.

The App Store, long seen as Apple’s most tightly managed gateway, is now facing one of its biggest operational tests in years.

Foreign Capital Into Nigeria’s Banks Nearly Doubles to $13.5bn as Recapitalization Drive Accelerates

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Foreign capital inflows into Nigeria’s banking sector almost doubled in 2025, underlining how the industry’s aggressive race to meet new capital thresholds has become the single biggest magnet for offshore funds into the economy.

Fresh data from the National Bureau of Statistics (NBS) shows the banking sector attracted $13.53 billion in foreign capital last year, a 93.25% jump from $7.00 billion recorded in 2024.

The scale of the increase denotes the intense fundraising campaign underway across the industry ahead of the Central Bank of Nigeria’s recapitalization deadline, with lenders tapping foreign investors through rights issues, private placements, strategic equity injections, and cross-border institutional participation.

The sector accounted for 58.26% of Nigeria’s total capital importation in 2025, up from 56.81% a year earlier, cementing its position as the dominant destination for external capital.

The numbers point to a sustained rather than episodic flow of funds.

In the first quarter of 2025, banking inflows rose to $3.13 billion from $2.07 billion in the same period of 2024. Momentum strengthened in the second quarter, when inflows climbed to $3.41 billion compared with $1.12 billion a year earlier.

By the third quarter, the sector attracted $3.14 billion, sharply above the $579.48 million recorded in the corresponding period of 2024, before rising further to $3.85 billion in the fourth quarter, up from $3.23 billion.

The consistency across all four quarters suggests that Nigerian banks adopted phased capital-raising programmes rather than relying on a single fundraising window. That approach allowed institutions to align fundraising rounds with regulatory milestones, market conditions, and investor appetite.

The broader capital importation picture reinforces the banking sector’s outsized influence.

Nigeria’s total capital importation rose to $23.22 billion in 2025, compared with $12.32 billion in 2024, representing an 88.45% year-on-year increase.

Of the $10.90 billion increase in total inflows, the banking sector alone contributed more than $6.53 billion, meaning well over half of the overall improvement was driven by lenders.

This concentration significantly suggests that while foreign investors remain selective about broader exposure to Nigeria’s economy, they are showing stronger confidence in the financial services sector, particularly as recapitalization improves balance-sheet resilience and growth prospects.

The quarterly share of banking within total inflows further illustrates this dominance. The sector accounted for 55.44% of total capital importation in the first quarter, rose to 66.56% in the second, eased to 52.25% in the third, and rebounded to 59.75% in the final quarter.

That level of consistency marks a structural shift in Nigeria’s capital importation mix, with banks increasingly acting as the primary channel for foreign capital entry.

At the heart of this trend is the CBN’s sweeping recapitalization programme, which raised minimum capital requirements sharply, with international commercial banks required to meet thresholds as high as N500 billion.

The policy, championed by CBN Governor Olayemi Cardoso, is aimed at strengthening the banking system’s shock-absorption capacity, improving lending capacity, and positioning Nigerian lenders for regional expansion.

According to the apex bank, 32 banks have already met the revised capital thresholds, a development that signals substantial progress ahead of the March 31, 2026, deadline. The CBN has also disclosed that lenders have collectively mobilized N4.61 trillion in fresh capital under the programme, reflecting strong institutional demand and growing foreign participation.

For investors, the recapitalization drive offers a rare combination of regulatory clarity and sector-specific opportunity in an otherwise volatile macroeconomic environment.

Nigeria’s broader economy continues to face inflationary pressure, exchange-rate instability, and policy risks that have tempered foreign appetite in other sectors. Against that backdrop, banks have emerged as a comparatively attractive entry point, given the regulatory backing and clearer capital-use roadmap.

There is also a strategic dimension to the inflows. Well-capitalized banks are expected to expand regionally, deepen digital banking infrastructure, and support larger-ticket corporate lending, particularly in trade finance, infrastructure, and energy.

Still, there is a belief that the final stretch of the recapitalization exercise could reshape the sector further.

Analysts say some lenders may still pursue mergers, acquisitions, or license downgrades if they fall short of the required thresholds by the deadline. Such consolidation could alter competitive dynamics, strengthen larger institutions, and reduce fragmentation in the industry.

Eli Lilly Strikes $2.75bn AI Drug Deal With Insilico in Major Bet on Next-Generation Drug Discovery

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Eli Lilly has deepened its push into artificial intelligence-driven drug development, agreeing a global licensing and research deal worth up to $2.75 billion with Hong Kong-listed Insilico Medicine in one of the largest AI-focused collaborations yet in the pharmaceutical industry.

The agreement gives Lilly exclusive rights to develop, manufacture, and commercialize selected preclinical oral drug candidates developed by Insilico using generative AI tools. Under the terms, Insilico will receive $115 million upfront, with the remaining value tied to development, regulatory, and commercial milestones, alongside tiered royalties on future sales.

The size of the deal underscores how major drugmakers are increasingly moving beyond experimental AI pilots and committing serious capital to machine-learning-led drug discovery platforms.

At its core, the partnership is a bet on speed and efficiency. Traditional drug discovery can take three to six years in the preclinical phase alone, often requiring the screening and testing of thousands of compounds. Insilico says its AI platform has significantly compressed that timeline, reducing candidate nomination to roughly 12 to 18 months in some programmes.

That acceleration is becoming increasingly valuable for large pharmaceutical companies facing rising R&D costs, patent cliffs, and intense competition in high-growth therapeutic areas such as obesity, diabetes, oncology, and immunology.

Insilico founder and chief executive Alex Zhavoronkov said the company has developed at least 28 drug candidates using generative AI systems, with nearly half already in clinical development. That clinical conversion rate is likely one of the key factors behind Lilly’s decision to deepen its partnership.

This is not the first collaboration between the two companies. Lilly and Insilico have worked together since 2023 under a software licensing agreement focused on AI-based discovery tools. The new arrangement expands that relationship from software access to a full-scale licensing and research partnership, signaling growing confidence in the platform’s scientific and commercial potential.

The move also fits into a broader repositioning by Lilly as it seeks to remain at the forefront of pharmaceutical innovation.

The company has been aggressively investing in AI infrastructure and partnerships. Earlier this year, it announced a major collaboration with Nvidia aimed at accelerating computational drug development, highlighting how AI is becoming central to its long-term research model.

Lilly already dominates fast-growing markets through blockbuster diabetes and obesity drugs, making the commercial rationale clear. Adding AI-generated molecules to its pipeline offers a way to diversify beyond existing franchises and sustain long-term growth.

There is also a geopolitical dimension to the transaction. The deal comes shortly after Lilly chief executive David Ricks attended a high-level forum in Beijing and weeks after the company unveiled plans to invest $3 billion in China over the next decade. While China currently contributes less than 3% of Lilly’s annual revenue, the market remains strategically important both as a growth opportunity and as a research ecosystem.

Insilico’s operating model reflects this cross-border dynamic. While its AI research and model development are conducted largely outside mainland China, including in Canada and the Middle East, early-stage preclinical work is carried out in China, where costs and development cycles can be more competitive.

The partnership also comes as the pharmaceutical industry increasingly turns to AI not merely as a productivity tool but as a fundamental scientific engine. Drugmakers are under pressure to shorten development cycles, improve success rates, and reduce reliance on animal testing, in line with evolving regulatory expectations from agencies including the U.S. Food and Drug Administration.

The significance of the deal lies not only in its headline value but in what it signals for the future of medicine.

This is one of the clearest indications yet that AI-designed molecules are moving from concept to commercial reality, with big pharma now willing to place multibillion-dollar bets on the technology’s ability to produce viable therapies. If even one of the licensed candidates advances successfully through clinical trials and reaches market, it could reshape how the industry approaches drug discovery for years to come.

Why Capital Velocity is the Catalyst for Operational Excellence in 2026

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Understanding Capital Velocity in the Modern Business Landscape

As we move deeper into 2026, businesses across industries are increasingly recognizing that the speed at which capital circulates within an organization, known as capital velocity, is a critical determinant of operational excellence. Unlike traditional metrics focused solely on capital allocation or accumulation, capital velocity emphasizes how swiftly and efficiently a company can deploy its financial resources to generate value. This shift reflects a broader trend where agility and responsiveness have become paramount in competitive markets.

Capital velocity measures not just the amount of capital invested, but how quickly those funds are turned over to generate returns. In an era where market conditions evolve rapidly, slow-moving capital can become a liability, leading to missed opportunities and inefficiencies. By contrast, high capital velocity enables organizations to pivot quickly, capitalize on emerging trends, and maintain a competitive edge. This focus on velocity aligns with the increasing demand for operational excellence, where speed and precision in execution are essential.

A key driver behind this trend is the mounting pressure on enterprises to innovate rapidly while maintaining lean operations. For example, companies investing in cutting-edge equipment can accelerate production cycles and reduce downtime, ultimately boosting throughput. In this context, financing solutions tailored to equipment acquisition have gained prominence. Consider the impact of options like Miami machinery loans from Credibly, which enable firms to access the necessary machinery without compromising cash flow. These financial instruments not only enhance capital velocity but also empower businesses to adapt quickly to evolving demand.

Furthermore, capital velocity is closely linked to cash conversion cycles, inventory turnover, and asset utilization rates. Companies that optimize these metrics tend to realize faster growth and higher profitability. According to a recent report, firms improving their capital velocity see an average revenue growth rate increase of 15% annually. This statistic underscores the tangible benefits of focusing on how quickly capital moves through operational processes.

The Role of Technology and IT Management in Enhancing Capital Velocity

Operational excellence in 2026 is inseparable from the integration of advanced technologies and robust IT infrastructure. Efficient business IT management is pivotal for seamless workflows, data-driven decision-making, and process automation. Services such as business IT management by PrimeWave exemplify how expert IT management can streamline operations, reduce system downtimes, and facilitate real-time analytics. By optimizing IT frameworks, organizations can accelerate project delivery timelines and improve resource utilization, which directly contributes to heightened capital velocity.

Modern IT management goes beyond maintaining systems; it involves creating agile digital environments where information flows freely, and processes are continuously optimized. Cloud computing, artificial intelligence, and Internet of Things (IoT) technologies play crucial roles in this transformation. For instance, predictive maintenance powered by IoT sensors can reduce equipment failures and unplanned downtime, ensuring capital assets are productive for longer periods.

Moreover, digital transformation initiatives have demonstrated that companies embracing IT modernization tend to outperform their peers. Data indicates that organizations leveraging comprehensive IT management solutions experience a 40% faster time-to-market for new products and services. This enhanced speed in operational processes underscores the catalytic effect of capital velocity on overall business performance.

In addition, IT management enhances capital velocity by enabling better financial planning and forecasting through integrated enterprise resource planning (ERP) systems. These systems provide real-time visibility into capital allocation and utilization, allowing managers to make informed decisions quickly. As a result, capital is deployed more efficiently, reducing idle resources and maximizing returns.

Quantifying the Impact of Capital Velocity on Operational Excellence

To appreciate fully why capital velocity is the linchpin of operational success, it is useful to examine relevant metrics and industry benchmarks. Studies show that firms with high capital velocity typically realize a 20% increase in return on invested capital (ROIC) compared to those with slower capital turnover. This improvement stems from the ability to redeploy resources swiftly into high-impact areas, minimizing idle assets and maximizing operational efficiency.

Additionally, businesses that efficiently manage capital velocity report a 30% reduction in operational costs due to enhanced asset utilization and streamlined supply chains. Such cost savings translate directly into improved profit margins and competitive advantage. Therefore, capital velocity is not merely a financial metric but a strategic lever that propels organizations toward sustained operational excellence.

Moreover, companies with superior capital velocity often exhibit shorter cash conversion cycles, enabling them to reinvest earnings faster and sustain growth momentum. For example, organizations that reduce their cash conversion cycle by 10 days can increase free cash flow by up to 5% annually. This increased liquidity further fuels operational initiatives and innovation.

The correlation between capital velocity and operational excellence is evident across sectors. Manufacturing firms with rapid capital turnover tend to achieve higher overall equipment effectiveness (OEE), while service industries benefit from faster project completions and improved client satisfaction. As markets grow more competitive, the ability to sustain high capital velocity becomes a defining factor in long-term success.

Strategies to Accelerate Capital Velocity in 2026

Achieving optimal capital velocity requires a multifaceted approach that balances financial strategy, technology adoption, and process innovation. Firstly, companies must reassess their capital allocation frameworks to prioritize investments that yield quick returns and scalability. Leveraging specialized financing options, such as equipment loans, can unlock immediate operational capabilities without draining working capital.

Secondly, embracing advanced IT management services enhances operational visibility and agility. Integrating cloud-based platforms, predictive analytics, and automated workflows reduces bottlenecks and accelerates decision cycles. The synergy between financial agility and technological competence creates a dynamic environment where capital moves rapidly to where it is most needed.

Thirdly, fostering a culture of continuous improvement is essential. Encouraging cross-functional collaboration and real-time performance monitoring ensures that capital velocity remains aligned with evolving business goals. This proactive stance helps identify inefficiencies early and adapt strategies accordingly.

Additionally, supply chain optimization plays a significant role. By adopting just-in-time inventory practices, leveraging supplier partnerships, and utilizing data analytics for demand forecasting, companies can reduce working capital tied up in inventory and accelerate cash flow. According to a survey, 70% of companies that improved supply chain responsiveness also reported increased capital velocity.

Furthermore, organizations should invest in workforce training and change management programs that equip employees to operate efficiently within accelerated processes. Human capital is a crucial component in sustaining high capital velocity, as skilled teams can identify and resolve bottlenecks swiftly.

The Future Outlook: Capital Velocity as a Growth Enabler

Looking ahead, capital velocity will increasingly define which organizations thrive in complex, fast-paced markets. The ability to mobilize financial resources swiftly, supported by robust IT infrastructure and innovative financing solutions, will differentiate industry leaders from laggards. As 2026 progresses, companies that embed capital velocity into their operational DNA will unlock new levels of excellence, resilience, and growth.

Emerging technologies such as blockchain and advanced analytics promise to further enhance capital velocity by improving transparency, reducing transaction times, and enabling smarter decision-making. For example, blockchain-based smart contracts can automate financial settlements, accelerating cash flow cycles and reducing administrative overhead.

Moreover, environmental, social, and governance (ESG) considerations are becoming integral to capital deployment strategies. Firms that align capital velocity with sustainable practices can attract socially conscious investors and customers, driving both financial performance and brand reputation.

In conclusion, capital velocity is not just a financial concept but a transformative catalyst for operational excellence. By strategically enhancing how capital flows through their systems, backed by targeted equipment financing and expert IT management, businesses can achieve superior performance and sustained competitive advantage. The message for leaders in 2026 is clear: accelerating capital velocity is the key to unlocking the full potential of operational excellence.