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Bertrand Hassani - Santander


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Bertrand Hassani - Santander

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Bertrand Hassani - Santander

  1. 1. SETTING STRATEGIES FOR UNCERTAIN TIMES + Business Case: Transforming analytics into actions! World Forum Disrupt | London, 18/01/2017 Disclaimer: The opinions, ideas and approaches expressed or presented are those of the author and do not necessarily reflect Santander’s position. As a result, Santander cannot be held responsible for them. The values presented are just illustrations and do not represent Santander data. Copyright: ALL RIGHTS RESERVED. This presentation contains material protected under International Copyright Laws and Treaties. Any unauthorized reprint or use of this material is prohibited. No part of this presentation may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system without express written permission from the author.
  2. 2. 2 • Innovation is a “state of mind” not an action • Disruption comes from people not from tools • The future of modelling relies on data availability and analytics • Institutions should adapt their policies to retain non-aligned people • Innovation is not “catching-up” Preliminary Statement
  3. 3. 3 Introduction
  4. 4. 4 Winning Strategies  Identify The Big Issues: What is pulling you back?  How do you differentiate yourself?  What is your vision? Do you tackle an issue of fix a probleme? Do we need this product/ Company?  Plan properly  Make sure that you organisation is effective and can deliver! Is your culture adequat? Measure and assess your effectiveness, your risk, etc…  And Just Make It Happen!!!!
  5. 5. 5 • Hawley’s Risk Theory of Profit • Clark’s Dynamic Theory of Profit • Schumpeter’s Innovation Theory of Profit • Walker’s Rent Theory of Profit • Knight’s Theory of Profit Theory of Profit: Frictions
  6. 6. 6 • The Innovation Theory of Profit was proposed by Joseph. A. Schumpeter. • Innovation refers to any new policy that an entrepreneur undertakes to reduce the overall cost of production or increase the demand for his products. • Profits earned are for a shorter duration as the competitors imitate the innovation. After some time, with the others imitating the innovation, the profits started disappearing. • Thus, innovation can be classified into two categories; 1. activities which reduce the overall cost of production such as the introduction of a new method or technique of production, the introduction of new machinery, innovative methods of organizing the industry, etc. 2. activities which increase the demand for a product. Such as the introduction of a new commodity or new quality goods, the emergence or opening of a new market, finding new sources of raw material, a new variety or a design of the product, etc. Schumpeter’s Innovation Theory of Profit
  7. 7. 7 Innovation Must be Dynamic!!! New Asia Innovation
  8. 8. 8 • Company culture is the personality of a company. • It defines the environment in which employees work. • Company culture includes a variety of elements, including work environment, company mission, value, ethics, expectations, and goals. • The impact of the company architecture and the organisational chart is non-negligible as it will impact how innovation hubs should be positioned. • Is your strategy compatible with your culture? Company Culture
  9. 9. 9 “Evolve or die” A Cultural Change A recent Harris Poll survey of top business leaders found that 65% felt increased pressure to innovate. • Innovation only comes by invitation. Invite people to bring forth their new ideas. • Innovation is not a solo sport, it requires a group of players with skills specific to the effort. • Encourage everyone to put their ideas to test fast, fail fast, and then reiterate. • Value the lessons taken from failure as much as your successes, and apply those lessons toward each new attempt. • Ensure this behavior gets modeled at every level, from the very top to individual contributor. • Resist the desire to project manage your way to innovation.
  10. 10. 10 Where to Locate the Innovation Hubs? • Innovation centers fall into four broad categories, according to Capgemini/Altimeter’s research. They are: • in-house innovation labs: In-house innovation center serves as an innovation engine, with hundreds of staff performing everything from inception to prototyping. • university residences: The university residence model sets up centers on campus to drive innovation through academic researchers. • community anchors: Community anchor innovation centers actively identify mentors and provide opportunities for startups to work with the company to test new products on customers. • and innovation outposts: Innovation outposts are small teams based in technology hubs like Silicon Valley. This allows large companies to be involved in the tech community without a significant investment upfront.
  11. 11. 11 Convoluted and Dynamic Strategies
  12. 12. 12 So Let’s Measure!
  13. 13. 13 Application: The New Banking Ecosystem Disintermediation and automation • More alternatives for daily banking without banks • Specific offerings from TPPs (PSD2) • Robo-advice Price erosion • Increase transparency • + Ease of switching • = Price War Increased competition • Free access to data to propose targeted, better, more appropriate offers • Banks can use data to increase their share of wallet New Risks • Cyber • Conduct • Strategic • Model