Category: Business

  • Beyond Vertical Transport: How Modern Elevator Engineering is Redefining Passenger Safety

    Beyond Vertical Transport: How Modern Elevator Engineering is Redefining Passenger Safety

    By Akhilesh Satre, Director and Elevator Personality, Avinyatech Elevators

    Everyone knows how to use the elevator or the kind of elevators available in the market. But do people have enough knowledge about the key aspects of elevator engineering to ensure their safety while walking into any elevator? Today, technology is so advanced that it can even anticipate human behaviour, so why would elevator operations not be trackable or predictable? In reality, they are. An elevator’s safety, reliability, and operational performance depend on its compliance with the latest norms and Indian Standards IS 17900. The engineering of earlier elevators and that of today’s systems are very different. Previously, we relied on a reactive approach, but modern elevators are predictive, proactive, and significantly safer. 

    Today’s elevators represent a marvel of engineering, from operation to rescue management systems.

    Passenger elevators today are not just simple machines; they are highly engineered systems that consist of intelligent controls, advanced safety devices, and precision-made components that must all work together seamlessly. With the advancement of elevator technology over time, there has been a marked improvement in safety performance while minimising the mechanical failure and possible entrapment of the passengers.

    The Modern Elevators Composition

    1. Gearless Machine with a Redundant Breaking System

    One of the major improvements is the Gearless Machine with a redundant braking system. It’s a dual-circuit braking apparatus. Unlike the old machine, it not only controls the car’s speed while descending but also while ascending. These are considered the gold standard in modern elevator machines that prevent uncontrolled car moments and ascending overspeed movements. 

    1. Intelligent Control Panel 

    Modern-day elevators include a close-roof integrated control panel that provides up-to-the-minute recording of installation performance. Command execution on older units was often unverified; today, a closed-roof intelligent panel makes it possible to track the command and see whether it is performing or not. 

    1. Speed Governor

    The Speed Governor is one of the most important components for elevator safety. Speed Governors will monitor the speed of an elevator and cause it to activate a safety system if a variable rate of elevator speed occurs. But, as per the old composition, the maintenance and operational efficiency testing was difficult due to its position in the elevator.  Hence, the modern elevators have remotely operated Speed Governors allows the periodic testing of these devices, as well as ensure that the devices are functioning and compliant with the established code.

    1. Ascending Car Overspeed Protection (ACOP)

    Another phenomenal addition in passenger protection is the implementation of Ascending Car Overspeed Protection (ACOP). Earlier, elevator safety systems focused primarily on controlling excessive speed during downward movement. ACOP systems are mechanically designed to control the car system while going upwards. With this, passengers can be assured of an additional layer of safety.

    1. Unintended Car Movement Protection (UCMP) 

    Similarly, Unintended Car Movement Protection (UCMP) is one of the most critical features for the safety of current elevators. This system prevents the elevator car from moving unexpectedly when the elevator is at a landing with an open door. Incidents like this (although rare) can be a threat to the safety of passengers when they enter/exit from an elevator. The IS 17900 mandates UCMP in all elevator models. However, it is not yet widely integrated by many manufacturers in India. 

    The Indian Standard 17900 importance

    The elevator safety standards have changed significantly with the implementation of IS 17900. The standard aligns Indian elevator safety regulations with global benchmark standards. IS 17900 highlights very detailed technology standard requirements for the design, development, and performance of critical safety device category technologies; therefore, safety devices are designed and built to operate in extreme environments and provide a redundant means of protection from unforeseen events. 

    Under IS 17900 (Part 2), which aligns with international standards (ISO 8100-2 / EN 81-50), specific critical parts designated as *”Safety Components”** must undergo mandatory Type-Testing and Examination by an accredited laboratory.

    Additionally, overload protection systems, Safety Circuits (PESSRAL), Car Door Locking Devices, Electrical Safety Switches and Emergency Power and Alarm Systems are one of the key safety components as per IS 17900. 

    While advanced safety devices play a crucial role, smooth and jerk-free elevator performance relies heavily on system engineering and proper alignment of the components. Also, the synchronisation of components is fundamental to achieving a comfortable ride experience.

    Conclusion

    The future of elevator safety lies in the combination of system engineering practices with advanced technologies and strict adherence to safety standards. While selecting an elevator, a building owner, developer, facility manager, or resident should never only consider the price point or aesthetics, but safety, compliance and regulations should be given utmost priority, 

    As India’s infrastructure continues to grow vertically, the elevator industry has a responsibility to raise safety benchmarks and promote awareness about modern safety technologies. Elevators are among the safest modes of transportation when designed, installed, and maintained correctly. By embracing advanced engineering, intelligent monitoring, and standards-driven safety practices, we can ensure that every ride remains safe, reliable, and worry-free for passengers.

  • PPDS brings modern luxury and limitless entertainment to historic five star Bellevue Syrene hotel with Philips MediaSuite TV installations

    PPDS brings modern luxury and limitless entertainment to historic five star Bellevue Syrene hotel with Philips MediaSuite TV installations

    Delivering modern luxuries to the 18th century hotel in Sorrento, Philips MediaSuite TVs with cast built in are now bringing seamless access to millions of movies, TV shows, games, and streaming apps to guests at one of Italy’s most prestigious and exquisite hospitality destinations. 

    Amsterdam, June 29, 2026: PPDS, the exclusive global provider of Philips Professional Displays, is proud to announce that its market leading range of Philips MediaSuite TVs has been chosen to deliver seamless access to a virtually limitless world of personalised digital entertainment at one of Italy’s most tranquil and picturesque five star hotels, the Bellevue Syrene. 

    Housed in the popular tourist destination of Sorrento in Southern Italy, and offering breathtaking views of the Bay of Naples, the cliff edge Bellevue Syrene is a truly remarkable boutique destination, offering the perfect blend of historical heritage and modern luxury to guests. 

    With 51 guest rooms and suites, each meticulously designed with a sophisticated blend of modern and antique furnishings, the hotel owners sought to modernise its ageing and restrictive television system by investing in a new ‘state of the art’, fully connected and centrally managed hospitality display network. 

    In partnership with trusted local integration specialist, Meginet, key requirements for the project included exceptional 4K UHD display quality and the ability to provide guests with a personalised entertainment experience, offering seamless access to their preferred streaming services, apps and on demand content from the comfort of their room. 

    The Suite spot for guests

    Concluding extensive market research, a fleet of 70 4K UHD Philips MediaSuite TVs – ranging from 43” to 65” – was unanimously selected and installed inside all hotel rooms, with additional units added for larger suites. 

    Delivering a new benchmark for in room entertainment while placing guests firmly in control of their viewing experience, one of the standout features influencing the hotel’s decision was the inclusion of the cast feature built directly into Philips MediaSuite TVs. First introduced on Philips MediaSuite in 2019, this allows guests to wirelessly share their favourite movies, TV shows, music, photos and even business presentations directly from their personal devices to the TV. 

    The Philips MediaSuite TVs solution offers a simple and intuitive user experience, with guests able to securely connect their smartphone or tablet to the TV using a unique QR code and instantly cast content from their preferred streaming services, such as Netflix and Amazon Prime Video, at the touch of a button. 

    Philips MediaSuite TVs also provide guests with access to thousands of apps, games and entertainment options, creating a familiar and personalised home from home experience. 

    Beyond traditional TVs

    Philips MediaSuite TVs also provide the Bellevue Syrene’s AV and IT teams with complete control over the hotel’s display network using PPDS’ CMND platform. Centrally managed and fully customisable to reflect the hotel’s unique brand identity, the platform enables regular software updates, security enhancements and new features to be scheduled and deployed remotely as they become available, reducing maintenance demands. 

    All TV login information is also automatically deleted upon checkout – rather than manually – adding further time and cost efficiencies. 

    Furthermore, Bellevue Syrene staff can now enhance their direct communications with guests either on a collective or personalised basis, by effortlessly creating and displaying content on the TV screen, such as welcoming messages, in house information, check out details, marketing, and more. 

    The installation of Philips MediaSuite has achieved all expectations from the hotel owners, staff, and guests, delivering advanced and future proofed experiences while upholding the high standards of traditional luxury hospitality. 

    Claudio Napolitano, General Manager, Hotel Bellevue Syrene, commented: “When it comes to digital entertainment and information technology and communications services, we always choose partners capable of providing valuable, reliable and cutting edge technologies. Enabling us to offer our guests a truly complete and memorable stay.” 

    Vittorio Acampora, CEO, Meginet, added: “Our partnership with PPDS for Philips Professional Displays is a key factor that enables us to invest in joint strategies. Providing us with a solution that combines technological innovation with ease of use.” 

  • Tata Motors targets 1 million commercial vehicle sales post Iveco deal: N Chandrasekaran

    June 29: Tata Motors is targeting annual commercial vehicle sales of 1 million units following its acquisition of Iveco, Tata Sons Chairman N Chandrasekaran said, highlighting the company’s ambition to strengthen its global presence in the CV segment.

    The acquisition is expected to significantly expand Tata Motors’ international footprint and enhance its capabilities in product development, technology integration, and market reach across key global regions.

    According to the company, the combined strengths of Tata Motors and Iveco will help create a more competitive and diversified commercial vehicle portfolio, enabling better access to advanced technologies and global supply chains.

    The strategy aims to position Tata Motors as a leading global player in the commercial vehicle industry by leveraging synergies in manufacturing, innovation, and operational efficiency.

    Industry observers noted that the move could accelerate Tata Motors’ transformation into a global mobility solutions provider while strengthening its long-term growth prospects in the commercial vehicle segment.

  • Gujarat plans Chhota Udepur sports hub, Vadodara Blue Economy centre

    June 29: The Gujarat government has announced plans to develop Chhota Udepur as a sports equipment manufacturing hub and Vadodara as a centre for the Blue Economy, Deputy Chief Minister Harsh Sanghavi said.

    The initiative aims to promote balanced regional development while strengthening the state’s industrial ecosystem through sector-specific growth clusters and targeted infrastructure development.

    Chhota Udepur will be developed to support sports goods manufacturing, with a focus on boosting MSMEs, skill development, and employment generation. Officials said the move is expected to strengthen local entrepreneurship and integrate the district into broader manufacturing value chains.

    Vadodara will be positioned as a hub for the Blue Economy, focusing on water-based resources, sustainable industries, and allied sectors. The plan aims to attract investment and encourage environmentally sustainable economic activity.

    The government said these initiatives are part of its broader strategy to promote specialised industrial zones, attract investments, and generate employment opportunities across regions.

    Experts noted that such focused development models can enhance regional competitiveness while supporting industrial diversification and long-term sustainable growth in Gujarat.

  • Global economic fragmentation could wipe out Dollar 6.9 trillion from world GDP: WEF

    June 29: Global economic fragmentation could lead to a substantial loss in economic output, potentially cutting up to $6.9 trillion from world GDP, according to the World Economic Forum (WEF).

    The report highlights that rising geopolitical tensions, increasing trade barriers, and shifting global alliances are contributing to a more divided global economic system. This fragmentation is expected to disrupt supply chains, reduce trade efficiency, and slow down global productivity growth.

    According to the WEF, a fragmented global economy may also raise costs for businesses, limit access to critical technologies, and weaken cross-border investment flows. These challenges could have a widespread impact on both developed and emerging economies.

    Emerging markets, which are more integrated into global supply chains, may face heightened vulnerability, while advanced economies could also experience slower growth due to reduced international cooperation and trade integration.

    Experts stressed the need for stronger global coordination, resilient supply chains, and open trade frameworks to reduce the risks of fragmentation and support long-term economic stability and growth.

  • Housing Sales Dip 6 percentage Y-o-Y in Q2 2026 Across 7 Cities, Launches Up 7percentage – ANAROCK

    Mumbai , June 29 : Persistent uncertainty amid the West Asia war and its inevitable supply chain disruptions impacted housing sales in the top 7 cities in Q2 2026, finds latest ANAROCK Research data. Residential sales dropped 6%, with approx. 90,715 units sold in the quarter against approx. 96,285 units in Q2 2025. On Q-o-Q basis, housing sales fell 11%.Housing Sales Dip 6% Y-o-Y in Q2 2026 Across Top 7 Cities, Launches Up 7% - ANAROCK

    MMR and Bengaluru together accounted for over 48% of total sales in the top 7 cities, with approx. 43,995 units cumulatively sold in these cities in Q2 2026. Of the top cities, only Kolkata, Hyderabad and Bengaluru respectively saw 10%, 2% and 1% yearly sales increases in Q2 2026. Pune saw the steepest yearly decline of 15% in the quarter.
    New launches, on the other hand, rose by 7% Y-o-Y – from approx. 98,625 units in Q2 2025 to approx. 1,06,000 units in Q2 2026. MMR and Bengaluru saw the maximum new supply, accounting for 53% of the total new inventory additions across the top 7 cities.

    Individually, MMR witnessed a 23% yearly rise and a 14% quarterly decline in new supply. Bengaluru saw new supply rise by a remarkable 41% Y-o-Y in Q2 2026 against Q2 2025, but a 11% quarterly decline.

    Anuj Puri, Chairman – ANAROCK Group, says,

     “These readings are along expected lines, as the Middle East war’s impacts on the entire sector were all too obvious. Reasons aside, what we have currently is a more balanced housing market where new supply is catching up with absorption as sales growth moderated across most top cities. Notable, the most sales growth now is in premium housing, GCC-led employment hubs, and infrastructure-driven corridors. Also, the Middle East war’s disruptions and, inevitably, AI-related uncertainties in the IT/ITeS sector have pushed more buyers onto the fence.”

    “Interestingly, new launces remained strong in Q2 2026 annually as large and listed developers unleashed projects on the massive land parcels they acquired in 2025,” adds Puri. “However, on quarterly basis, new supply in the top cities dropped by 16% in Q2 2026. Uncertainty-weakened buyer sentiment would also have caused many developers to throttle back new supply.”

    Average Price Movement Quarterly, average residential prices in the top 7 cities rose by a meagre 1% – but rose 7% annually. The annual growth rate has slowed down marginally in this quarter when viewed against the double-digit growth in these cities last year.
    At 13%, NCR by far saw the highest annual price surge in Q2 2026, while quarterly growth was a more modest 2%. Bengaluru followed with an 8% annual price jump.

    New LaunchesThe top 7 cities saw approx. 1,06,000 new units launched in Q2 2026, against 98,625 units in Q2 2025 – a 7% rise. The key cities contributing to new launches were MMR , Pune, Hyderabad, and Bengaluru, which together accounted for 81% of the supply addition.

    • MMR saw approx. 34,555 units launched in Q2 2026 – increasing by 23% over Q2 2025 and declining over 14% on quarterly basis. More than 57% of the new supply was added in the sub-INR 1.5 Cr budget segment.
    • NCR saw a 40% decline in new launches against Q2 2025 with approx. 11.205 units launched in Q2 2026. On quarterly basis, there was a 30% fall. A whopping 61% new supply in Q2 was added in the luxury segments (priced >INR 1.5 Cr.)
    • Bengaluru added approx. 21,670 units in Q2 2026, declining quarterly by 11%. However, on a yearly basis, there was whopping 41% jump. Approx. 96% of the new supply was in the premium and luxury segments (INR 80 lakh onwards)
    • Pune added approx. 12,735 new units in Q2 2026, compared to 14,220 units in Q2 2025 – a decrease of 10%. Quarterly, the city recorded a 20% supply decline. Over 78% of the new supply in Q2 2026 was added in the mid and premium segments (INR 40 lakh to INR 1.5 Cr.)
    • Hyderabad added approx. 16,970 units in Q2 2026, a quarterly decrease of 12% but a 53% increase against the corresponding period in 2025. Over 82% of the new supply was added in the premium and luxury segments (INR 80 lakh to INR 2.5 Cr.)
    • Chennai added approx. 5,315 units in Q2 2026, a quarterly decrease of 1% against Q1 2026 and an annual fall of 38%. Over 78% of new supply was added in the mid and premium segments.
    • Kolkata added approx. 3,550 units in Q2 2026, a decrease of 32% over Q1 2026 and a 42% rise against Q2 2025. Approx. 58% of the new supply was added in the premium and luxury segments (INR 80 lakh to INR 2.5 Cr.)

    City-wise Supply (In Units) & Percentage Change

    Cities Name

    Q2-2026

    Q1-2026

    % Change (Q1-2026 Vs Q2-2026)

    Q2-2025

    % Change (Q2-2025 Vs Q2-2026)

    NCR

    11,205

    15,985

    -30%

    18,760

    -40%

    MMR

    34,555

    40,015

    -14%

    28,165

    23%

    Bangalore

    21,670

    24,370

    -11%

    15,345

    41%

    Pune

    12,735

    16,000

    -20%

    14,220

    -10%

    Hyderabad

    16,970

    19,280

    -12%

    11,105

    53%

    Chennai

    5,315

    5,395

    -1%

    8,525

    -38%

    Kolkata

    3,550

    5,220

    -32%

    2,505

    42%

    Total

    1,06,000

    1,26,265

    -16%

    98,625

    7%

    Overall Sales Overview

    Approx. 90,715 units were sold in Q2 2026 across the top 7 cities – a quarterly decline of 11% over Q1 2026. NCR, MMR, Bengaluru, Pune, and Hyderabad together accounted for 90% sales in the quarter. Annually, the top 7 cities recorded a 6sales decline .

    • NCR saw sales decline 6% Y-o-Y – from approx. 14,255 units in Q2 2025 to approx. 13,365 units in Q2 2026. Quarterly, it saw a 12% decline in sales.
    • MMR witnessed the highest sales of approx. 28,710 units in Q2 2026, against 31,275 in Q2 2025 – declining by 8% annually and 12% quarterly.
    • Pune saw approx. 13,090 units sold in Q2 2026, down by 15% over Q2 2025.
    • Bengaluru saw housing sales by meagre 1% in Q2 2026 against Q2 2025, with approx. 15,285 units sold in the quarter. Quarterly, it saw a 7% decline in sales.
    • Chennai saw approx. 5,135 units sold in Q2 2026 – decreasing by 9% against Q2 2025. Quarterly, it saw a 3% decline in sales.
    • Hyderabad saw approx. 11,270 units sold in the quarter, rising by 2% over Q2 2025. Quarterly, sales declined by 9%.
    • Kolkata saw housing sales increase by 10% in the quarter against Q2 2025, with approx. 3,860 units sold in Q2 2026. Quarterly, the city saw sales decline by 8%.

    City wise Absorption (In Units) & Percentage Change

    Cities Name

    Q2-2026

    Q1-2026

    % Change (Q1-2026 Vs Q2-2026)

    Q2-2025

    % Change (Q2-2025 Vs Q2-2026)

    NCR

    13,365

    15,190

    -12%

    14,255

    -6%

    MMR

    28,710

    32,800

    -12%

    31,275

    -8%

    Bangalore

    15,285

    16,440

    -7%

    15,120

    1%

    Pune

    13,090

    15,300

    -14%

    15,410

    -15%

    Hyderabad

    11,270

    12,425

    -9%

    11,040

    2%

    Chennai

    5,135

    5,310

    -3%

    5,660

    -9%

    Kolkata

    3,860

    4,210

    -8%

    3,525

    10%

    Total

    90,715

    1,01,675

    -11%

    96,285

    -6%

     

  • Auto sector poised for steady growth; 2W and PV demand to remain strong in June 2026: Report

    June 29: The automobile sector is expected to maintain steady growth momentum, with two-wheelers (2W) and passenger vehicles (PV) projected to post healthy performance in June 2026, according to a recent report.

    The report highlighted that stable macroeconomic conditions, improving consumer confidence, and consistent demand across both rural and urban markets are supporting the sector’s growth outlook. Seasonal trends and continued recovery in mobility demand are also contributing to sustained sales performance.

    Two-wheeler demand is likely to benefit from improving rural income levels and affordability, while the passenger vehicle segment continues to gain from strong product offerings, new model launches, and sustained interest in personal mobility.

    Automakers are expected to focus on disciplined production, inventory optimisation, and timely product introductions to maintain growth stability and meet evolving consumer preferences.

    Industry analysts said the auto sector remains well-positioned for steady expansion, supported by structural demand drivers, rising penetration in semi-urban markets, and ongoing shifts in consumer mobility needs.

  • Maruti Suzuki ties up with five startups to drive innovation and customer focus

    June 29: Maruti Suzuki has entered into partnerships with five startups to strengthen innovation, improve operational efficiency, and enhance overall customer experience across its automotive ecosystem.

    The collaborations aim to bring in new-age technologies and digital solutions that can streamline internal processes, improve productivity, and upgrade customer-facing services. The initiative underscores the company’s focus on working with emerging technology players to accelerate digital transformation.

    According to the company, the startups will contribute in areas such as process optimisation, digital platforms, and customer engagement solutions, helping make operations more efficient and services more seamless for users.

    The partnerships are also expected to support Maruti Suzuki’s broader strategy of integrating advanced technologies into manufacturing and service systems, thereby improving quality, speed, and convenience for customers.

    Industry observers said such startup collaborations reflect a growing trend in the automobile sector, where established companies are increasingly leveraging external innovation to meet evolving customer expectations and technological shifts.

  • Karnataka proposes Bengaluru–Lima sister-city pact to boost India–Peru trade

    June 29: The Karnataka government has proposed establishing a sister-city partnership between Bengaluru and Lima to strengthen bilateral trade and economic cooperation between India and Peru, with an ambitious goal of expanding trade to $10 billion in the coming years.

    The proposed pact aims to enhance collaboration in key sectors such as technology, innovation, startups, education, and urban development. Officials said the initiative is designed to leverage Bengaluru’s position as India’s leading technology hub and Lima’s growing role as a commercial centre in South America.

    Under the framework, both cities are expected to explore opportunities for knowledge exchange, business partnerships, and investment facilitation. The partnership would also encourage cooperation between startups, research institutions, and industry bodies in both regions.

    State representatives said the proposal reflects Karnataka’s broader strategy to expand its global footprint and attract international investment while promoting cross-border collaboration in emerging sectors.

    Experts noted that the sister-city arrangement could serve as a catalyst for deeper India–Peru economic engagement, supporting trade diversification and strengthening long-term diplomatic and commercial ties between the two countries.

  • The Operational Reality of Zero Trust- And How You Can Change It

    Zero Trust usually starts with a clear goal: limit access to only what the business needs. The problem is what happens after the strategy meets daily operations. A cloud migration changes where workloads live. A contractor is granted temporary access that no one revisits. A legacy rule stays untouched because the original owner is gone, and no one wants to risk breaking a critical service. None of these decisions look drastic on their own. But together, they create a policy layer that changes faster than teams can validate it.

    The principles are clear: enforce least privilege, segment critical resources, continuously validate access, and reduce implicit trust across the environment. But in practice, every application migration, access request, cloud deployment, user update, and temporary exception changes the policy layer faster than teams can validate it.

    Over time, the gap between Zero Trust intent and security policy reality widens.

    Zero Trust depends on continuous proof that policy still matches intent. In hybrid environments, that proof is becoming too complex to manage manually.

    Why Zero Trust Execution Breaks Down

    Zero Trust breaks down in the operational details.

    Take a common example: an admin finds a rule that allows a broad source group to reach a sensitive application. The rule looks risky, but tightening it is not simple. Before making a change, the team needs to answer several questions:

    • What traffic actually matched this rule?
    • Which users, devices, and source objects are involved?
    • Is the destination still in the data center, or has it moved to the cloud?
    • Was this access approved for a specific project, business unit, or compliance requirement?
    • What application or business process could break if the rule is changed?

    The answers are rarely in one place. Identity context may sit in one system. Logs and event data may sit in another. Cloud objects may have changed since the rule was created. Compliance requirements may apply only to one segment, region, or business unit. A ticket may explain why access was approved, but not whether it is still needed.

    This is the Zero Trust execution gap. Security teams can often see that a rule is too broad, stale, overlapping, or risky. What takes time is proving what can safely change.

    Dashboards and alerts may show more activity, but they do not connect policy context to a clear remediation path. Teams still have to investigate manually, validate impact, coordinate with application owners, open tickets, document the change, and make sure the fix does not create an outage.

    That is where Zero Trust stalls: not in the strategy, but in the daily work required to keep access aligned with intent.

    How Policy Drift Weakens Zero Trust

    Policy drift is not usually caused by one bad decision. It is the result of many typical security and business changes that have accumulated over time.

    Common examples include:

    • A temporary rule created for a migration remains active after the migration ends.
    • A source or destination is changed to “Any” because a team needs to restore connectivity quickly.
    • A service object includes more ports than the application actually uses. disabled rule stays in the rulebase because no one knows whether it is safe to delete.
    • An access rule still points to legacy objects after the workload moved to the cloud.
    • A broad user group keeps access because role changes were never reflected in the policy.

    These are not edge cases. They are the daily residue of change management, troubleshooting, M&A, cloud migration, application updates, and audit pressure.

    Policy drift is especially dangerous because the environment may appear healthy. Applications are reachable. Users can work. Tickets are closed. But the rulebase may no longer represent the original Zero Trust intent. Access becomes broader than required. Segmentation boundaries become less precise. Compliance evidence becomes harder to defend. The attack surface grows without a visible failure event.

    For security teams, the challenge is not only finding stale or risky rules. It is validating what each rule still does, who depends on it, whether it matches current business need, and how to tighten it without causing disruption.

    Zero Trust Needs a New Operating Model

    Zero Trust cannot be sustained with periodic cleanup and manual review alone. It requires a security management model that continuously compares policy intent with what is actually happening in the environment.

    That operating model needs to answer practical questions quickly:

    • Which rules are overly permissive, unused, duplicated, or no longer matched by traffic?
    • Which users, devices, applications, and workloads are actually using the access?
    • Which policy changes could reduce exposure without breaking legitimate business activity?
    • Which compliance requirements or internal guidelines are affected by the current rulebase?
    • Which remediation steps can be approved and executed through defined workflows?

    Introducing Agentic Zero Trust Policy Hygiene

    This is the operating model that agentic zero trust orchestration is bringing to security management: not another dashboard, and not AI assistance that stops at answering questions. It is a move toward agentic security management, where AI-powered capabilities can reason across live context, identify what needs to change, and help move approved work forward within defined guardrails.

    For Zero Trust, that is key. The platform does not just help teams look at policy in isolation. It can connect policy, logs, identity, compliance posture, infrastructure health, traffic, and threat activity to build a clearer picture of what the rule is doing, who depends on it, and where access no longer matches intent. From there, teams can move from manual analysis to policy-aware recommendations, approved remediation, and automated workflows that reduce the operational drag between finding the risk and fixing it.

    The goal is not to remove human judgment. The goal is to stop forcing security teams to manually collect every signal, interpret every dependency, and coordinate every step before they can act.

    This is the shift Zero Trust needs: from policy reviews that happen after risk has accumulated to an operating model that continuously checks whether access still matches intent, identifies where control is weakening, and helps teams move approved remediation forward before drift becomes exposure.

    That shift is part of a larger security management breaking point. AI-era threats are moving faster, hybrid environments are changing constantly, and manual operations are carrying more complexity than they were designed to handle.

    Read the eBook

    Download The Security Management Breaking Point: Why manual operations can’t keep pace with AI-era threats and hybrid complexity to explore the pressures reshaping security management and why teams need a new operating model built for speed, accuracy, automation, and control.