Business

From Gut Feel to GPS: Why Sri Lankan brands must own their AI intelligence

Published

9 months ago

2026/02/5

Sahan Weerasooriya

Experts air their views at the forum.

By Ifham Nizam

Sri Lankan brands are standing at a strategic inflection point. Digital budgets have surged, social platforms have multiplied, and artificial intelligence has moved from novelty to necessity. Yet, despite unprecedented access to data, many organisations remain trapped in reactive decision-making—looking backwards rather than anticipating what lies ahead.

That contradiction was sharply articulated at a industry forum on Tuesday night bringing together global platform experts and local practitioners, where the central question was not whether Sri Lankan brands should adopt AI-powered intelligence, but whether they are prepared to own it.

Angel Calinisan, a global social intelligence leader working across emerging markets from Southeast Asia to South Asia, offered a compelling metaphor that framed the discussion.

“Brands are no longer using social intelligence as a rear-view mirror,” Calinisan said.

“They are starting to use it as a GPS. A rear-view mirror tells you what has already happened. A GPS tells you where you are headed—and warns you before you take the wrong turn.”

According to Calinisan, the most advanced brands are deploying AI-driven listening tools to spot anomalies in real time—early signals that indicate shifts in consumer behaviour, emerging reputational risks, or nascent trends before they peak.

“These anomalies could be negative sentiment during a brewing crisis, or they could be the first signs of a behavioural change,” he explained. “AI does what humans cannot do at scale—monitor conversations 24/7, identify what has changed, where it is happening, and who is driving it.”

Crucially, Calinisan stressed that prediction—not reporting—is where competitive advantage now lies. “You need to know whether a trend is just a fad or whether it has velocity and longevity. That predictive layer is what separates leaders from followers.”

For Sri Lankan companies operating in volatile economic and reputational environments, this ability to anticipate rather than react could be the difference between resilience and decline.

One of the most striking insights from Calinisan was her assertion that data is no longer the currency—time is.

“If you read about an issue in the newspaper or see it trending publicly on social media, you are already late,” he warned. “Conversations move across platforms at incredible speed. The brands that survive are the ones that detect signals early and buy themselves time to respond.”

This shift has significant business implications. Early detection allows organisations to protect brand equity, manage crises proactively, and even capitalise on emerging opportunities before competitors are aware they exist.

Calinisan pointed to metrics increasingly used by global brands, such as share of voice, which he said is “highly correlated with market share,” and net sentiment, a measure closely linked to digital brand equity. “These metrics are no longer for reporting decks—they are guiding business decisions.”

Beyond vanity metrics to boardroom relevance

That evolution from surface-level engagement to boardroom relevance was echoed by Anubhav Khanduja, who works closely with enterprise clients across India, South Asia, APEC and global markets.

“Likes and shares are no longer what boards care about,” Khanduja said. “Leadership teams want to see intent and revenue. They want to know how social media contributes to the funnel—from intent creation to conversion and attribution.”

According to Khanduja, enterprise measurement frameworks are rapidly shifting toward metrics that can be directly linked to business outcomes. “Attribution is critical. If you can connect intent and conversion back to your social platforms, that’s when digital earns its seat at the board table.”

This shift reflects a broader maturation of digital marketing—from a communications function to a revenue and growth driver.

As brands juggle five to seven platforms simultaneously, another challenge has emerged: how to centralise operations without flattening the unique culture of each platform.

Khanduja cautioned against the old model of pushing uniform content everywhere. “Content creation has become easy—anyone can do it. What matters now is not missing the essence of what each platform is built for.”

He argued that AI should be used to improve marketer productivity, not replace human judgment. “You can centralise research, workflows and optimisation, while keeping the authentic voice intact and respecting platform-specific nuances.”

The goal, he said, is “doing more with less—without losing relevance.”

A recurring theme throughout the discussion was the danger of outsourcing intelligence entirely to agencies and consultancies.

Calinisan was blunt: “The brands pulling ahead are bringing these capabilities in-house. They have management support, clear KPIs, and training programmes that allow teams to experiment, fail, learn and iterate.”

This internalisation of intelligence allows organisations to respond faster, protect institutional knowledge, and build long-term strategic muscle—rather than “renting insight” on a project-by-project basis.

Khanduja reinforced this view, noting that as trust deficits grow in an age of AI-generated content and saturated advertising, credibility increasingly comes from authentic voices—especially employees.

“Employees are becoming central to brand amplification,” he said. “People trust people more than ads. When organisations activate employees responsibly, they gain reach, credibility and resilience—especially during times of change or crisis.”

For Sri Lanka’s corporate sector, the message was clear. Digital transformation is no longer about spending more on ads or adopting the latest tool. It is about owning intelligence, embedding predictive thinking into decision-making, and aligning technology with culture.

As Calinisan summed it up: “It’s not about having more data. It’s about knowing sooner than everyone else—and having the time to act.”

In an increasingly competitive and uncertain environment, that early insight may well become Sri Lankan brands’ most valuable asset.

By Ifham Nizam

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Business

Global regulators convene in Colombo for key IOSCO enforcement and cooperation discussions

Published

17 hours ago

2026/10/20

Sahan Weerasooriya

Dignitaries at the wide-ranging discussions.

The Securities and Exchange Commission of Sri Lanka (SEC) successfully hosted a series of high-level meetings of the International Organization of Securities Commissions (IOSCO), bringing together leading securities regulators and enforcement officials from around the world to discuss emerging regulatory challenges, strengthen international cooperation, and enhance collective efforts to combat cross-border securities market misconduct.

The meetings, held at the Hilton Colombo from 13 to 16 October 2026, included sessions of the IOSCO Enforcement and Cooperation Committee and its Screening Group (Committee 4/SG), as well as meetings of the Monitoring Group and the Steering Committee. The event attracted approximately 50 senior representatives from securities regulators and exchanges across several jurisdictions, including Australia, Japan, the United States, the United Kingdom, France, Italy, Canada, New Zealand, India, Germany, Belgium, Singapore, China and Spain, reflecting the global significance of the discussions and the growing importance of international regulatory collaboration.

Welcoming delegates to Sri Lanka, Senior Professor D.B.P.H. Dissabandara, Chairman of the SEC, emphasized the critical role of international cooperation in safeguarding market integrity and investor confidence in an increasingly interconnected financial landscape.

“No regulator can effectively address cross-border misconduct in isolation. The speed with which information, transactions and illicit activities can move across borders requires an equally coordinated and timely regulatory response. Strong international cooperation, effective information sharing and mutual trust among regulators are essential to maintaining fair, transparent and resilient capital markets,” he stated.

The discussions focused on a range of enforcement and cooperation matters, including mechanisms for enhancing cross-border information exchange, strengthening investigative collaboration among regulators, addressing increasingly sophisticated forms of securities fraud and market abuse, and promoting the effective implementation of international standards and best practices. Participants also exchanged experiences and insights on emerging enforcement challenges arising from technological developments, digitalization of financial services, and increasingly interconnected global markets.

IOSCO is recognized as the leading international body that brings together the world’s securities regulators and serves as the global standard setter for securities regulation. Through its policy work and cooperative initiatives, IOSCO plays a central role in promoting investor protection, ensuring that markets are fair, efficient and transparent, reducing systemic risk, and strengthening confidence in capital markets worldwide.

Sri Lanka has maintained a strong and active relationship with IOSCO for more than three decades. The SEC became an Ordinary Member of IOSCO in 1993 and has been a signatory to the IOSCO Multilateral Memorandum of Understanding (MMoU) since 2004. The MMoU is the internationally recognised benchmark for cooperation and information sharing among securities regulators and serves as a critical tool in facilitating cross-border investigations and enforcement actions.

Business

Pan Asia Bank partners Ideal Motors to offer leasing solutions

Published

17 hours ago

2026/10/20

Sahan Weerasooriya

Representatives of both parties are seen exchanging the agreement (Standing from left to right) Officials from Ideal motors: Trevene Ferdinand, AGM - Corporate/Tender; Dinesh Manage, Business Development Manager; Kasun Fernando, General Manager - Commercial Vehicles; Nimisha Welgama, Director – Legal and Corporate Affairs; Officials from Pan Asia Bank: Naleen Edirisinghe, Director/CEO; Yohan Ebell, Head of Retail Credit; Sudharshana Hettiarachchi, Officer in Charge – Leasing; and Kanchana Kannangara, National Sales Manager – Leasing.

Pan Asia Bank recently entered into a one-year Memorandum of Understanding (MOU) with Ideal Motors (Pvt) Ltd, creating a new financing avenue for customers purchasing vehicles from the authorised Mahindra dealer. The strategic partnership will enable customers of Ideal Motors to access leasing facilities from Pan Asia Bank, making vehicle financing more convenient while supporting their mobility and business requirements. The agreement also provides an opportunity for the Bank to expand its leasing portfolio and strengthen its presence in Sri Lanka’s vehicle financing market.

Ideal Motors is the authorised dealer for the Mahindra vehicle range in Sri Lanka, including the Mahindra Bolero CPU Truck and Scorpio Jeep/Pickup. The vehicles cater to a range of requirements, from commercial and business applications to personal mobility, making accessible financing an important part of the purchasing decision.

The Bank’s vehicle leasing facilities are designed to simplify the financing process, with convenient repayment options and professional support to help customers select a solution suited to their requirements. For customers, the arrangement brings vehicle selection and financing closer together, reducing the need to navigate the two processes separately.

“Our partnership with Ideal Motors enables us to bring financing closer to customers at the point of vehicle purchase. We remain focused on providing convenient and flexible leasing solutions that support both personal mobility and the needs of businesses,” said Naleen Edirisinghe, Director/CEO of Pan Asia Bank.

Pan Asia Bank and Ideal Motors will work closely during the one-year partnership to maximise business opportunities and deliver a seamless financing experience to customers. The collaboration is expected to strengthen both organisations’ ability to respond to demand for commercial and personal vehicles while creating greater value for customers.

Yohan Ebell, Head of Retail Credit, Pan Asia Bank, said: “Through this partnership, we aim to make vehicle financing simpler and more accessible, with leasing solutions designed to meet the varied requirements of Ideal Motors’ customers.”

The collaboration also reflects Pan Asia Bank’s commitment to building partnerships that make financial services more accessible and responsive to the needs of individuals and businesses.

Pan Asia Bank has established a growing presence in vehicle financing, offering leasing solutions designed around customer convenience and flexibility. Its leasing proposition is supported by a nationwide branch network and a customer-focused approach, enabling customers to obtain guidance on financing options while completing their vehicle purchase.

Business

Heritance Hotels and Resorts secures four wins at World Travel Awards 2026

Published

17 hours ago

2026/10/20

Sahan Weerasooriya

Heritance Hotels and Resorts has secured four distinguished titles at the World Travel Awards 2026, with three national awards recognising its Sri Lankan properties and an international title for Heritance Aarah in the Maldives.

The three Sri Lankan titles recognise Heritance Tea Factory as Sri Lanka’s Leading Heritage Hotel 2026, Heritance Ahungalla as Sri Lanka’s Leading Luxury Hotel 2026, and Heritance Kandalama as Sri Lanka’s Leading Wedding Hotel 2026. Heritance Aarah was named the Indian Ocean’s Leading All-Inclusive Resort 2026.

Internationally recognised within the global travel and tourism industry, the World Travel Awards celebrate excellence across hotels, resorts, and destinations. Recognition at this level affirms the quality, distinctiveness, and consistency of the experiences delivered by Heritance Hotels and Resorts.