The document discusses how mobile and tablets will transform financial services in the future. It predicts that screens will be ubiquitous, consumers will own multiple devices, and banking will become largely paperless. This will require new business models, investment priorities, operating models, delivery models, and staff skills focused on mobile. Mobile will deliver significant benefits like reduced costs, greater productivity, and accessibility anytime anywhere. The key takeaways are that customers will bank anywhere, everything will be smart and online, business models must change, new mobile-savvy staff are needed, and mobile can boost staff productivity.
For an updated version of this presentation: https://www.slideshare.net/clearaction/marketing-operations-mobilizing-marketing-for-a-web-20-world-127189840
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
White paper can be downloaded in many languages at this link:
http://ibm.com/cmostudy
Agenda:
Introduction Swimming, treading water or drowning?
Chapter One Deliver value to empowered customers
Chapter Two Foster lasting connections
Chapter Three Capture value, measure results
The CMO Agenda Get fit for the future
Agile product owners-what ails them (philly_dayofagile)Anupam Kundu
Presentation I used at Philadelphia Day of Agile (#dayofagile) http://dayofagile.org/agenda.
It was received well within the audience. Any comments are welcome...
For an updated version of this presentation: https://www.slideshare.net/clearaction/marketing-operations-mobilizing-marketing-for-a-web-20-world-127189840
A sneak preview of my latest thinking, in which I parallel Web 2.0 and Marketing Operations. I have not presented this work live as of 5/11/09.
See https://ClearAction.com
White paper can be downloaded in many languages at this link:
http://ibm.com/cmostudy
Agenda:
Introduction Swimming, treading water or drowning?
Chapter One Deliver value to empowered customers
Chapter Two Foster lasting connections
Chapter Three Capture value, measure results
The CMO Agenda Get fit for the future
Agile product owners-what ails them (philly_dayofagile)Anupam Kundu
Presentation I used at Philadelphia Day of Agile (#dayofagile) http://dayofagile.org/agenda.
It was received well within the audience. Any comments are welcome...
ECATA - Sourcing Strategies of IT ServicesPatrick Nolot
The 11th International Aerospace Seminar organized by the ECATA Alumni (European Consortium for Advanced Training in Aerospace, www.ecata.org) took place in Munich, Germany, and hosted industry leaders who made presentations on the conference's theme "Balancing Core Competences and Out-Sourcing".
Patrick Nolot, VP Technology Strategy & Architecture, BNP Paribas Personal Finance, together with Björn Schichler, Senior Manager, LogicaCMG Management Consulting and Michel Cadars, LogicaCMG Global Account Director EADS, made a presentation on "Sourcing Strategies of IT Services".
Presentation abstract:
• Main evolutions of the IT sourcing services market, from off shoring of IT programming skills to Business Process Outsourcing (BPO)
• What IT outsourcing (ITO) is and is not? (scope)
• Why deciding for “optimal IT sourcing” initiatives? (business objectives)
• Where to source IT services? (location analysis)
• How to source IT services? (sourcing models)
• Best practices and return on experience from LogicaCMG, one of the leading 10 players in the Western European IT and BPO services market
• Emerging trends in the IT sourcing services market
I plan to walk through multiple patterns of failure and how product owners are controlled/ liberated by the organizational culture and vice-versa both in start-up environments as well as in medium and large sized organizations.
The Profound Value of Product Line RoadmappingTheAdeptGroup
Several factors are now aligning to enable organizations to finally be in a position to realize the full benefits of this critical practice – product line roadmapping. The result will be that over the next five to ten years we will see company after company try to out-pace their competitors as they ramp up their roadmapping capabilities. Roadmapping, particularly product line roadmapping, will have profound impact on product management and product development.
View this presentation to discover what’s enabling this change and the benefits your organization can realize from product line roadmapping.
Most organizations have advanced significantly their New Product Development processes, practices and techniques. Today, top management is placing much focus on orchestrating and optimizing their portfolios of new product development projects. To do this, however, requires much more than just shuffling around the existing projects and shifting resources from one project to another. Simply stated, bigger, better product development projects must also be added to the portfolio. It is well executed Product Line Roadmapping that sets the playing field and yields the innovation targets for gaining and creating such bigger, better projects.
This slide presentation reveals the profound value impact of Product Line Roadmapping within and across an entire process architecture.
For more information contact Paul O'Connor at The Adept Group Limited, Inc.
This 2017 talk gives an overview of Product Strategy and why it is needed for any type of product we build. Including an example of how Uber's product strategy has evolved over the years and why a product strategy should be iterative. The role of the product owner is to be the CEO of the product, validate it's business model, and provide differentiated value to customers against competitors.
This is a sample Internet marketing campaign for the University of Colorado's distance-delivered graduate programs including the Lockheed Martin Engineering Management Program and the Interdisciplinary Telecom program, among others. The campaign duration was June 2011-June 2012 and was led by Rebecca Moss(Cooney) and Marcie Gorman-Smith.
One of the secrets of successful technology companies is the capability and capacity of their product management function. Awareness for product management need arises from signs such as disconnect between the strategic vision of the CEO and day-to-day product development activities, lack of communication and coordination between engineering, marketing, sales, finance and legal groups, missed launch dates, or lost opportunities in competitive situations with large accounts. This Technology Multipliers webinar provides a comprehensive overview of product management concepts, process, and keys to success for technology companies.
Think future technologies – corporate presentation (public)Tft Us
Think Future Technologies is a leading provider of outsourcing software development, QA & Testing and related services. Based in India and serving clients worldwide, Think Future Technologies delivers a wide variety of comprehensive end-to-end services that combine power, functionality, and reliability with flexibility, agility, and usability.
Our broad portfolio of service offerings includes software development, user interface design, and architecture planning, as well as quality assurance, implementation, deployment, maintenance, and documentation support. Through the efficient execution of these services, we can create robust, cutting-edge custom technology applications that most effectively address the unique business needs of our customers.
Watch the webinar: http://bit.ly/KrDWZn
Emcien’s 3-part webinar series featured executives from NCR Corporation and explored the effects of product variety on companies. The discussion began by defining the current state of the industry and how product variety is impacting organizations. We then discussed how companies can diagnose and repair the underlying causes and maintain a highly profitable product portfolio. Lastly, we wrapped up with the critical concepts around empowering sales for dramatic improvements in sales efficiency and revenue.
ECATA - Sourcing Strategies of IT ServicesPatrick Nolot
The 11th International Aerospace Seminar organized by the ECATA Alumni (European Consortium for Advanced Training in Aerospace, www.ecata.org) took place in Munich, Germany, and hosted industry leaders who made presentations on the conference's theme "Balancing Core Competences and Out-Sourcing".
Patrick Nolot, VP Technology Strategy & Architecture, BNP Paribas Personal Finance, together with Björn Schichler, Senior Manager, LogicaCMG Management Consulting and Michel Cadars, LogicaCMG Global Account Director EADS, made a presentation on "Sourcing Strategies of IT Services".
Presentation abstract:
• Main evolutions of the IT sourcing services market, from off shoring of IT programming skills to Business Process Outsourcing (BPO)
• What IT outsourcing (ITO) is and is not? (scope)
• Why deciding for “optimal IT sourcing” initiatives? (business objectives)
• Where to source IT services? (location analysis)
• How to source IT services? (sourcing models)
• Best practices and return on experience from LogicaCMG, one of the leading 10 players in the Western European IT and BPO services market
• Emerging trends in the IT sourcing services market
I plan to walk through multiple patterns of failure and how product owners are controlled/ liberated by the organizational culture and vice-versa both in start-up environments as well as in medium and large sized organizations.
The Profound Value of Product Line RoadmappingTheAdeptGroup
Several factors are now aligning to enable organizations to finally be in a position to realize the full benefits of this critical practice – product line roadmapping. The result will be that over the next five to ten years we will see company after company try to out-pace their competitors as they ramp up their roadmapping capabilities. Roadmapping, particularly product line roadmapping, will have profound impact on product management and product development.
View this presentation to discover what’s enabling this change and the benefits your organization can realize from product line roadmapping.
Most organizations have advanced significantly their New Product Development processes, practices and techniques. Today, top management is placing much focus on orchestrating and optimizing their portfolios of new product development projects. To do this, however, requires much more than just shuffling around the existing projects and shifting resources from one project to another. Simply stated, bigger, better product development projects must also be added to the portfolio. It is well executed Product Line Roadmapping that sets the playing field and yields the innovation targets for gaining and creating such bigger, better projects.
This slide presentation reveals the profound value impact of Product Line Roadmapping within and across an entire process architecture.
For more information contact Paul O'Connor at The Adept Group Limited, Inc.
This 2017 talk gives an overview of Product Strategy and why it is needed for any type of product we build. Including an example of how Uber's product strategy has evolved over the years and why a product strategy should be iterative. The role of the product owner is to be the CEO of the product, validate it's business model, and provide differentiated value to customers against competitors.
This is a sample Internet marketing campaign for the University of Colorado's distance-delivered graduate programs including the Lockheed Martin Engineering Management Program and the Interdisciplinary Telecom program, among others. The campaign duration was June 2011-June 2012 and was led by Rebecca Moss(Cooney) and Marcie Gorman-Smith.
One of the secrets of successful technology companies is the capability and capacity of their product management function. Awareness for product management need arises from signs such as disconnect between the strategic vision of the CEO and day-to-day product development activities, lack of communication and coordination between engineering, marketing, sales, finance and legal groups, missed launch dates, or lost opportunities in competitive situations with large accounts. This Technology Multipliers webinar provides a comprehensive overview of product management concepts, process, and keys to success for technology companies.
Think future technologies – corporate presentation (public)Tft Us
Think Future Technologies is a leading provider of outsourcing software development, QA & Testing and related services. Based in India and serving clients worldwide, Think Future Technologies delivers a wide variety of comprehensive end-to-end services that combine power, functionality, and reliability with flexibility, agility, and usability.
Our broad portfolio of service offerings includes software development, user interface design, and architecture planning, as well as quality assurance, implementation, deployment, maintenance, and documentation support. Through the efficient execution of these services, we can create robust, cutting-edge custom technology applications that most effectively address the unique business needs of our customers.
Watch the webinar: http://bit.ly/KrDWZn
Emcien’s 3-part webinar series featured executives from NCR Corporation and explored the effects of product variety on companies. The discussion began by defining the current state of the industry and how product variety is impacting organizations. We then discussed how companies can diagnose and repair the underlying causes and maintain a highly profitable product portfolio. Lastly, we wrapped up with the critical concepts around empowering sales for dramatic improvements in sales efficiency and revenue.
1. Developing a Mobile Proposition
Section 8: The future
MICHAEL NUCIFORO
Mobile Consultant, Innovator and Futurist
2. Section 8 – 16:35 to 17:10
The future
• What role will mobiles and tablets play in financial services in future?
• What effect will mobile have on organisational structure and investment?
• What type of people and skill sets that will be required in this new world
2
6. We will be ‘paperless’…
Consumers own multiple devices and move
seamlessly between them during the day
On average we spend:
4.4
90%
Hours
10%
Of our leisure time in
front of screens each day
6
11. New operating model…
Mobile BAU Mobile Strategy Mobile Marketing and Mobile
Management Development Delivery Communications Technology
• Implementation Support • Business Analysis • Roadmap Delivery • Marketing Strategy • Technical Delivery
– Go/No Go Decisions – Market Intelligence • BAU Engagement – Development • Strategy Development Support
– Project Handover – Competitor analysis – BAU priorities – Rollout • Architecture
– Risk Handover – Global Customer Intelligence – BAU estimates – Tracking – Architecture roadmap
• Third Party Engagement – Channel Information – Business requirements • Market Analysis – Capability mapping
– CSAT surveys – Industry Best Practice • Program Governance – Customer, Market, Industry etc • Delivery Capability
– Research and analysis • Proposition – Platform Initiatives – Product evaluation – Delivery Forecast and Planning
– Customer feedback – What our customers what – General enhancements – Trends, Performance – Delivery Capacity Management
• Channel Strategy and Growth – What services do they need – Status Reporting • Marketing Best Practice – Technical Estimation
– Tactical growth activities – Prototyping and POC’s – Digital PIB – Standards – Functional Requirements
– Increase usage/revenue • Business Case Development • Monitoring – Methodology – Non Functional Requirements
• Channel Operational Support • Mobile Strategy and Growth – Forward Plan – Tools – Solution Architecture
– Day to day management • Strategic Partnerships/Ventures – Financial Tracking – Techniques – Detailed Design
– Call centre/complaints • Customer Experience – Projects • Award Submissions – Development
• Reporting • New Innovations – BAU • Communications – Testing
– Channel performance • Major/Strategic Group Initiatives • Best Practice – Copy writing/reviews – Implementation
– Benchmarking – Concept Value Proposition – Agile standards – Internal • Mobile Technical Roadmap
• Live Service Support – Business Case Development – Delivery governance – External – Technical Innovations
• Budget Management – Funding and Approval – Team competence – Tracking – Market/Industry Trends
• Benefits Management • Strategic Vendor Engagement – Oversight and compliance • Supply Vendor Management
– Newly implemented initiatives • Commercial Negotiations – Risk and Issues governance • Environments Management
– Current performance • Strategic Delivery Oversight • Mobile User Experience • Maintenance and Upgrades
• Tracking Delivery to Strategy • User Acceptance Testing (UAT)
• Stakeholder Communications
11
12. New delivery model…
• Dedicated delivery teams running on each platform over the year
• Creates accountability, consistency and fixed costs (variable output)
Mobile Tablet
Sprint 1 Sprint 1
Apple
Sprint 2 Sprint 2
Sprint 3 Sprint 3
Go Live Go Live
Sprint 1 Sprint 1
Android Sprint 2 Sprint 2
Sprint 3 Sprint 3
Go Live Go Live
Sprint 1 Sprint 1
HTML5 Sprint 2 Sprint 2
Sprint 3 Sprint 3
Sprint 4 Go Live
12
15. A new mobilised workforce…
HOME: OFFICE:
38% 46%
- 6%
Users accessing Web-Based email +36%
OTHER: 16%
COMMUNICATION
How Mobile INFORMATION MANAGEMENT
workers are using WEB CONFERENCING
Smartphones… NOTE-TAKING
OFFICE SUITES
15
16. Staff will demand more…
1 2
SOCIAL REAL TIME
Interaction with Access to real time
colleagues globally at information and
the tap of a finger. reporting in the palm
of their hand.
3 4
CONTROL NOTIFICATIONS
Ability to respond and Notified of what to do
make things happen and when to do it.
without using a This extends to direct
PC/laptop. reports.
16
17. Will deliver significant benefits…
£
• More Mobile = Less Cash and Paper
• Cash is expensive to manage and maintain
• Cost and environmental footprint reduction
• BYOD = Cost Reduction
• Less will be spent on property and equipment
• Work from home = Less Property
• More Mobile = Anytime, Anywhere
24/7 • Greater staff productivity and accountability
• Better interaction and speed of communication
17
18. Key takeaways…
1. Customers will be able to bank anywhere
2. Everything will be smart , connected and online
3. The banks business model will need to change
4. New staff will be hired – must be ‘mobile savvy’
5. Mobile will also be leverage for staff productivity
6. Mobile will reach vertically and horizontally
7. Embrace it!
18