1) DBS Bank executed a digital transformation strategy from 2009-2014 by fixing its basic infrastructure and building engineering capabilities. From 2014 onward, it increased transformation velocity by deeply understanding technology giants.
2) DBS adopted a strategy of becoming cloud native, increasing release cadence 10x, building for APIs and performance, reducing time-to-market, and becoming customer centric. This included insourcing technology staff and moving to a private cloud.
3) By 2018, DBS achieved cloud scale through automation and open source technologies. It reduced technology costs, improved resilience, and increased release frequency 10x through aggressive DevOps practices and an enterprise DevOps platform. DBS also launched a banking API platform with
DBS Bank was recognized by Harvard Business School as one of the top ten digital transformations of the last decade and it also won the top three most prestigious world bank awards.
This presentation is a summary from my book World’s Best Bank - A Strategic Guide to Digital Transformation that tells the story of how DBS became the world’s best bank by leveraging digitalization.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Today's customers are fundamentally different from customers of past years as they are harder to acquire, retain, and delight because of the explosion in digital technologies consumers use day to day. New digital experiences are forcing banks to play catch-up and match the innovative and engaging interactions and products — such as mobile payments — that non-banks are offering to those same customers. This IDC research, sponsored by TCS Digital Software & Solutions Group, revealed three key themes for digital transformation in the banking industry.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
DBS Bank was recognized by Harvard Business School as one of the top ten digital transformations of the last decade and it also won the top three most prestigious world bank awards.
This presentation is a summary from my book World’s Best Bank - A Strategic Guide to Digital Transformation that tells the story of how DBS became the world’s best bank by leveraging digitalization.
You can receive our Powerpoint slides by sharing this presentation and submitting your email at www.slidebooks.com | Digital Transformation Strategy Template and Training | By ex-Deloitte and McKinsey Consultants
Today's customers are fundamentally different from customers of past years as they are harder to acquire, retain, and delight because of the explosion in digital technologies consumers use day to day. New digital experiences are forcing banks to play catch-up and match the innovative and engaging interactions and products — such as mobile payments — that non-banks are offering to those same customers. This IDC research, sponsored by TCS Digital Software & Solutions Group, revealed three key themes for digital transformation in the banking industry.
Digital Transformation Strategy & Framework | By ex-McKinseyAurelien Domont, MBA
Go to www.slidebooks.com to Download and Reuse Now a Digital Transformation Strategy & Framework in Powerpoint | Created By ex-McKinsey & Deloitte Strategy Consultants.
Digital Transformation: What it is and how to get thereEconsultancy
Digital Transformation: What it is and how to get there.
Authored by Econsultancy CEO Ashley Friedlein, this presentation on the topic of 'Digital Transformation', is broken down into six sections covering:
1. Digital Transformation - what it is and recent data and research on the topic
2. Strategy - what a digital strategy should include
3. Technology - the challenges of technology and the skills gap
4. People - looking at organisational structure, culture, roles & responsibilities, environment recquired
5. Process - how to address the speed, innovation and agility required
6. Business Transformation - how digital transformation is actually business transformation
What is Digital transformation?
Far too often digital transformation is confused with Digitalization or with Digitization with a key focus on technologies or platform. But Digital transformation is not about technologies: it's about transforming the whole prganisation through a system thinking approach and it's about rethinking operational models, business models, processes, and policies, taking people, both employees and customers at the core of the process.
Because the goal of any digital transformation is to increase value creation for the business through digitally enhanced processes that increase internal efficiency and overall customer and employee satisfaction.
Digital transformation is en emergent need in today's post-industrial society: we moved fast from an industrial to a post-industrial era, however operational models and management practices haven't evolved fast enough.
For this reason, many organisations prefer to think of Digital transformation as the adoption of digital technologies on the top of mainly inefficient and obsolete operational models, rather than facing a true in depth transformation that begins with understanding the current culture, the customers, and the overall business.
These slides, were presented to students from IIM (india) at ESPC London on July 27th 2017 with the goal to provide tomorrow's digital leaders a broad vision of what is digital transformation by looking at what and the reasons why change is happening in the business world, define Digital transformation and its dimensions through the lenses of an Experience economy and a post-industrial era. The presentation also presents the Competing Value Framework as a key tool to start understanding organsation's culture and define a digital transformation roadmap and strategy.
Author mentioned (and inspirers):
- Daniel Bell (the post-industrial society)
- Joe Pine (Experience Economy
- The ClueTrain Manifesto
- Quinn and Cameron's Competing design framework
- Brian Solis
- Nichola Negroponte
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
Thoughts on best practices to guide digital transformation. Covers 5 areas:- leadership, organisation and culture, the customer experience, the digital platform and execution.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Move the Market with AI: Using Artificial Intelligence In The New Business Pr...Accenture Operations
As the dynamism of markets increases, some businesses have found themselves held back by rigid processes. The migration to more flexible, outcome-driven approaches has helped many
organizations. Some market leaders have moved further ahead by implementing advanced artificial intelligence (AI) technologies to facilitate the transition. More at www.accenture.com/AIBusinessProcess
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
The essential elements of a digital transformation strategyMarcel Santilli
Learn more: https://insights.hpe.com
Enterprises can survive digital disruption as well as grow revenue, improve profitability and increase market valuation — if they start rethinking what they do.
Digital transformation. It’s the use of technology to create a better customer experience, improve products and services, and increase the effectiveness of business operations. But it really means what your enterprise must do to adapt and thrive.
Today’s smaller, emerging companies are born digital. They can — and do — change quickly to answer consumer demand or a competitive offering. Larger, mature enterprises must start with a shift in strategy, because all industries will be changed or already have been changed by digital transformation. Many, like news media and publishers, music, video and retail have been or significantly disrupted. Up next: financial services, healthcare manufacturing, insurance, legal, education, utilities and energy. The good news? No industry has been or will be completely upended.
The first step is to recognize that disruption does not have to be a mass-extinction event. Enterprises can survive as well as grow revenue, improve profitability and increase market valuation. Here’s how to start rethinking what you do.
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
When it comes to the cloud, Gartner may have said it best:
“By 2020, a corporate ‘no-cloud’ policy will be as rare as a corporate ‘no-internet’ policy is today.”
If your organization is still skeptical of the cloud, now is the time to take a closer look. Faster implementation timelines and reduced maintenance costs are just two reasons why the cloud is becoming the standard across all industries.
In our webinar, we dispelled common concerns and explored the benefits of operating in the cloud. We also provided real-world examples of companies that have taken the leap and discovered just how much better business works in the cloud.
Why, When and How Do I Start a Digital Transformation?Acquia
Presented at Acquia Engage APAC by Brittany Fox, Marketing Campaign Strategist, Deloitte.
Every organisation undergoing a marketing transformation has a starting point, with the difference only being the product of internal capability and maturity. At Deloitte, we take our clients from their starting point to being ready for whatever the next innovation is. This is the only real mechanism enterprises can implement for the future.
Thoughts on best practices to guide digital transformation. Covers 5 areas:- leadership, organisation and culture, the customer experience, the digital platform and execution.
A Framework for Digital Business TransformationCognizant
By embracing Code Halo thinking and a programmatic approach to business process change, organizations can better engage with customers and deliver mass-customized products and services that drive differentiation and outperformance.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 20 different digital transformation frameworks and models.
INCLUDED FRAMEWORKS/MODELS:
1. Ten Guiding Principles of Digital Transformation
2. The BCG Strategy Palette
3. Digital Value Chain Model
4. Four Levels of Digital Maturity
5. Customer Experience Matrix
6. Design Thinking Framework
7. Business Model Canvas
8. Customer Journey Map
9. OECD Digital Government Transformation Framework
10. Accenture's Nonstop Customer Experience Model
11. MIT's Digital Transformation Framework
12. McKinsey's Digital Transformation Framework
13. Capgemini's Digital Transformation Framework
14. DXC Technology's Digital Transformation Framework
15. Gartner's Digital Transformation Framework
16. Cognizant's Digital Transformation Framework
17. PwC's Digital Transformation Framework
18. Ionolgy's Digital Transformation Framework
19. Accenture's Digital Business Strategy Framework
20. Deloitte's Digital Industrial Transformation Framework
Our world’s digital landscape is evolving faster than ever before, the only constant is change and most enterprises are struggling to adapt. In this webinar, we deep dive into Digital Transformation – the business strategy that can unlock new, better and bigger growth opportunities for your company.
Move the Market with AI: Using Artificial Intelligence In The New Business Pr...Accenture Operations
As the dynamism of markets increases, some businesses have found themselves held back by rigid processes. The migration to more flexible, outcome-driven approaches has helped many
organizations. Some market leaders have moved further ahead by implementing advanced artificial intelligence (AI) technologies to facilitate the transition. More at www.accenture.com/AIBusinessProcess
Profit and market value is migrating away from hardware, but few product companies are prepared and executing the required digital transformation. High tech companies need to invest in digital growth strategies, reinvigorate business models and create new revenue streams. Find out how to harness disruption to grow your business.
The essential elements of a digital transformation strategyMarcel Santilli
Learn more: https://insights.hpe.com
Enterprises can survive digital disruption as well as grow revenue, improve profitability and increase market valuation — if they start rethinking what they do.
Digital transformation. It’s the use of technology to create a better customer experience, improve products and services, and increase the effectiveness of business operations. But it really means what your enterprise must do to adapt and thrive.
Today’s smaller, emerging companies are born digital. They can — and do — change quickly to answer consumer demand or a competitive offering. Larger, mature enterprises must start with a shift in strategy, because all industries will be changed or already have been changed by digital transformation. Many, like news media and publishers, music, video and retail have been or significantly disrupted. Up next: financial services, healthcare manufacturing, insurance, legal, education, utilities and energy. The good news? No industry has been or will be completely upended.
The first step is to recognize that disruption does not have to be a mass-extinction event. Enterprises can survive as well as grow revenue, improve profitability and increase market valuation. Here’s how to start rethinking what you do.
Fintech New York: Partnerships, Platforms and Open Innovationaccenture
We are in the midst of a major disruption in the financial services that will see increasing adoption and evolution of disruptive FinTech solutions. Read our report released at the Fintech Innovation Lab’s Fifth Annual Demo Day Event.
Digital Business Transformation | Strategy + Executionfeature[23]
Speed of innovation and certainty of your digital technology strategy is your new IP.
Market leading brands know they are competing in the 3rd Industrial Revolution – The Software Economy – and they will live or die by their digital adoption. Companies mature in digital business transformation are outperforming, making more money, and are more profitable than their peers.
These Digital Leaders are proactively transforming their business models and leading their segments through the frenetic pace of social, mobile, analytics, cloud, and the Internet of Everything. Unfortunately, digital is still shrouded in confusion, viewed as a cost center, and punished with inadequate funding.
How do you transform modern businesses at scale by creating technology-based capabilities, products, services, and business outcomes that delivers your authentic brand promise?
Developing a Roadmap for Digital TransformationJohn Sinke
Digitally mature companies out-perform their peers in innovation, agility and responsiveness to customers. “Digirati” also enjoy advantages in efficiency and effectiveness in product delivery, marketing, e-commerce, sales and customer service. More importantly, companies that achieve Digital Excellence are 26% more profitable (source: Capgemini Consulting and MIT Centre for Digital Business).
However, building a Roadmap for Digital Transformation requires not only successful collaboration between the CMO and the CIO, it also demands a strong customer-focused orientation and digital culture. During this presentation, John Sinke will share insights from leading marketers and his personal experience of turning Resorts World Sentosa into a “digital business”.
When it comes to the cloud, Gartner may have said it best:
“By 2020, a corporate ‘no-cloud’ policy will be as rare as a corporate ‘no-internet’ policy is today.”
If your organization is still skeptical of the cloud, now is the time to take a closer look. Faster implementation timelines and reduced maintenance costs are just two reasons why the cloud is becoming the standard across all industries.
In our webinar, we dispelled common concerns and explored the benefits of operating in the cloud. We also provided real-world examples of companies that have taken the leap and discovered just how much better business works in the cloud.
Connecta Event: Big Query och dataanalys med Google Cloud PlatformConnectaDigital
Avancerad dataanalys och ”big data” har under de senaste åren klättrat på trendlistorna och är nu ett av de mest prioriterade områdena i utvecklingen av nya tjänster och produkter för ledarföretag i det digitala landskapet.
Informationen som byggs upp i systemen när kundmötena digitaliseras har visat sig vara guld värt. Här finns allt vi behöver veta för att göra våra affärer mer effektiva.
Sedan sommaren 2013 har Connecta tillsammans med Google ett etablerat samarbete för att hjälpa våra kunder med övergången till moln-tjänster för bland annat avancerad dataanalys. För att göra oss själva redo att hjälpa våra kunder har vi under ett antal år utvecklat såväl kunskaper som skaffat oss erfarenheter kring Googles olika moln-produkter, som exempelvis ”Big Query”.
Big Query är ett molnbaserat analysverktyg och en del av Google Cloud Platform. Big Query gör det möjligt att ställa snabba frågor mot enorma dataset på bara någon sekund. Big Query och Google Cloud Platform erbjuder färdiga lösningar för att sätta upp och underhålla en infrastruktur som med enkla medel gör allt detta möjligt.
På Connecta Digital Consultings tredje event för våren introducerade vi våra kunder och partners i koncepten dataanalys och Big Query.
Under eventet berördes följande punkter:
- Big Data och Business Intelligence (BI)
- “The Google Big Data tools” – framgångsfaktorer och hur man kommer igång
- Google Cloud Platform och hur man genomför en framgångsrik molnsatsning
Vi presenterade case och berättade om viktiga lärdomar vi dragit i samarbetet med Google och våra kunder.
Deep dive on cloud economics and how to provide customers with TCO analysis and pricing on AWS. We will also share best practices for building out a profitable solution and services partnership with AWS.
Achieve True Hybrid Cloud with Azure - Built for Scale, Security and Interope...Cloudify Community
The Azure cloud has been building their latest features and advancements to handle complex , large-scale systems, all while taking into account the security considerations enterprises face. This session will dive into how Azure is uniquely positioning itself to respond to the growing needs of today's businesses, and specifically the financial services industry, all while building a strategy around open source collaboration, to enable a hybrid stack approach - from their container offering, through data center management and migration.
Developing a cloud strategy - Presentation Nexon ABC EventNexon Asia Pacific
In this SlideShare you will learn about the cloud for modern business, moving to the cloud - what to expect, digitise datafy and differentiate, bringing it all together with Nexon ABC.
Delivering Reliable Telephony via Desktop as a Service, Artisan InfrastructureAlan Quayle
Delivering Reliable Telephony via Desktop as a Service
Brian Hierholzer
Head Cloud Craftsman
Artisan Infrastructure
Marc Corinth
Cloud Craftsman
Artisan Infrastructure
The market for DaaS is growing at 28% annually and will reach $5.6B by 2016. There are mature offerings available from multiple reputable vendors, however there is one big gap. Telephony. Lync/Skype for Business and other competitive offerings that work well on regular desktops are barely useful on DaaS. Why? This session will explore this major gap and discuss Artisan's solution.
Technology Megatrends Reshaping IT: What’s Your Migration PathFadi Semaan
This IDC study is a deep dive analysis in:
1) The shift in infrastructure implementation - new trend
2) Migration challenges & cost from legacy to cloud & hybrid cloud
3) Datacenter management cost comparison - legacy infrastructure vs new one
4) Benefit of transition into Cloud...
Presented by: David Senf
Vice President, Infrastructure & Cloud Solutions
Cloud Repatriation - Big Data & AI Toronto Conference 2020Hubert H. Chan
Cloud Repatriation – when does it make sense for you?
As many organizations are adopting cloud-first strategy, there is also a growing trend that organizations are moving their workload and data away from public cloud. Discover their motivations, what, when and why it makes sense? Understand the options, roadmaps and obstacles that are associated with this decision. Join us at a devil's advocate perspective to the public cloud migration journey.
The Cloud topic is everywhere, not only for big software companies, but also for our customers and of course for all service providers.
How to move from the traditional IT to a full Cloud environment and how to manage the transition phase?
We show you the Trivadis Cloud transition approach, standardized and proven, which leads you into a safe and optimized usage of cloud services in your daily business.
It’s all about Data - a Trivadis core competence for decades - no matter which deployment model we choose.
In this presentation we shed light on various Cloud strategies and concrete technologically aspects.
Cynoteck for over a decade has been successfully delivering quality salesforce consulting services to organizations across the globe. We have delivered an array of customized salesforce services to our clients. From initial rollout of Salesforce to providing completely customized functionalities to building custom AppExchange applications, we have done it all.
Cynoteck continues to work with organizations as their Salesforce implementation and managed services partner along with offering end to end salesforce consulting, to ensure their Salesforce instance provides optimum business value. We feel proud of the fact that our solutions are helping our clients in their growth and meeting business goals.
We have an excellent delivery team and have immense experience in designing intuitive solutions using Salesforce customization features, namely, Apex, Visualforce, Lightning components framework and other latest features, to deliver a seamless user experience.
Feel free to reach us if you are looking for a salesforce consulting partner.
Cisco’s “Service Provider Transformation Framework” is taking a holistic view, across Technology and Operations, making transformation digestible (clear scope, phased approach, commercial/financing support). A target end state is proposed that will meet the sated business objectives. Subsequently, the end state is de-composed to into modular building blocks that can be assembled, given more granular SP priorities and current starting state.
[Webinar] - Adopt QAD & Progress DBA Global Shared Services to Deliver Cost O...JK Tech
In the post-COVID–19 era, it is anticipated that the Enterprises running QAD & Progress ERP/Application/DB Systems across the globe will be contemplating to:
- Drive down costs of ownership & maintenance with quantifiable long-term cost optimization outcomes.
- Automation & Support Service/Solution Agility to deliver Flexibility & Adaptability.
- Improve Overall Operational Efficiency with Productivity Gains.
KEY TAKEAWAYS:
- How will the Shared Services model fulfill the Flexibility/Adaptability needs of my Enterprise Application & Database landscape?
- What levels of Automation can I expect to see in the Shared Services model?
- How does the Shared Services Model address my Data Security & Compliance needs of my Enterprise?
- What will be expected outcomes derived from adopting Shared Services?
Visit our page for more info: https://jktech.com/insight/webinar/adopt-qad-progress-dba-global-shared-services-to-deliver-cost-optimization/
Juriba - How to Get Your Management Fired Up About Evergreen IT After Your Wi...Ivanti
Support for Windows 7 ends on 14 January, 2020. If your organization has not upgraded to Windows 10 yet, you only have a few months left to do so before exposing your users and devices to security vulnerabilities. Or you might have already started your transformation project but have encountered some of the many roadblocks along the way. But with the right tooling, an agile project management methodology, and repeatable as well as scalable processes, you not only can accelerate your Windows 10 migration but already set yourself up for success for subsequent Windows-as-a-Service Feature Update cycles and achieve Evergreen IT. Listen to Juriba’s CTO, Barry Angell, as he explains how you can understand your IT estate, achieve maximum project velocity and ultimately build your Evergreen IT strategy.
As government agencies continue to advance their digital transformation and improve the citizen digital experience, they are moving to new platforms. A successful digital transformation, and continued compliance with federal technology update mandates, such as Cloud First and the Modernizing Government Technology Act, involves embracing multiple cloud platforms. This has a ripple effect of streamlining agency operations and presenting a new and updated digital experience for citizens.
Our government agency speaker will outline how one agency moved operations to the cloud and the lessons they learned along the way.
During today’s webcast, you will learn:
- How cloud platforms can help improve the citizen digital experience
- How to architect a multi-cloud platform that makes sense for your agency
- Lessons learned by other government agencies and from private sector companies
Platform Requirements for CI/CD Success—and the Enterprises Leading the WayVMware Tanzu
All enterprises want to increase the speed of software delivery to get new products to market faster. The means for achieving this is often through the practice of continuous integration/continuous delivery. But speed alone isn’t enough—teams also require the ability to pivot when conditions change. They must ensure their software is stable and reliable, and be able to roll out patches and other security measures quickly and at scale.
A cloud-native platform coupled with test-driven development and CI/CD practices can help make this a reality. In this webinar, 451 Research’s Jay Lyman presents the results of his research into cloud-native platform requirements for enterprise CI/CD and DevOps success. Pivotal’s James Ma joins Lyman to discuss best practices from DevOps teams charged with running and managing cloud-native platforms, including applying CI/CD to the platform itself.
Speakers: James Ma, Pivotal and Jay Lyman, 451 Research
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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1. #CIOEdge #ADAPT @ADAPT Ventures
Global Guest Keynote
DBS Bank Case Study:
Executing the
Digital Strategy
David Gledhill
Group CIO & Group Executive,
MD & Head, Group Technology
and Operations (Singapore)
2. Executing the digital strategy
1
The presentations contain future-oriented statements, including statements regarding the
Group’s vision and growth strategy in the light of anticipated trends as well as economic
and market conditions. Such statements necessarily involve risks and uncertainties,
which may cause actual performance in future periods to differ from projections.
Dave Gledhill
CIO and Head of Group Technology & Operations
21st Feb 2018
3. DAVE@DBS
Not Australian! Computing
& Electronics
1st job –
OS development
20+ Years
9 Years
Reimagine
DBS
Lead 10,000
colleagues
20 Years
3 kids!
4. 2009 – 2014: Looking good… but?
Net Profit 13% CAGR1
Income 8% CAGR1
Group income
(S$m)
9,618
6,603
ROE to
8.4%
2009
10.9%
2014
1 2009-2014
3
2009 2010 2011 2012 2013 2014
5. …the world was changing around usGlobalisation of Platform Giants
Cost vs Efficiency to Scale Up
Source: CB Insights
Start-ups Unbundling Banking
4
7. Our digital business model: 5 key capabilities
ECOSYSTEMS: Pipes to Platforms
DATA: Be insights driven
TRANSACT
• Eliminate paper, create instant
fulfilment
• Decrease cost
ACQUIRE
• Increase customer acquisition
through wider distribution
• Lower acquisition cost
ENGAGE
• Drive ‘sticky’ customer
behaviours, cross-sell through
contextual marketing
• Increase income per customer
6
8. EMBED OURSELVES
IN THE CUSTOMER
JOURNEY
BECOME DIGITAL TO THE
CORE
CREATE A
22,000 START-UP
7
Driving the transformation: Making Banking Joyful
Make DBS ‘Invisible’
9. EMBED OURSELVES
IN THE CUSTOMER
JOURNEY
BECOME DIGITAL TO THE
CORE
CREATE A
22,000 START-UP
Phase 1
Fix the basics
(2009 – 2014)
8
11. These foundation years were critical building blocks
Start insourcing and
build engineering
bench strength
Security operations
centre
Monitoring
centre
Data Centre
revamp
Build
resiliency
10
12. Our application stack in 2009 needed a lot of work
Teller
Internet & Mobile Banking
Corporate IB
CRM
Customer
CASA and FD
Private banking
Liquidity Management
Remittances
Unsecured loans
Secured loans
Trade Finance
Factoring
Markets
IBG MIS
Credit Approval
Finance
Singapore Hong Kong Taiwan Indonesia ChinaIndia
Overseas
Branches
Buy Hold Sell Review
CHANNELSPRODUCTS&SERVICESENABLERS
11
13. Teller
Internet & Mobile Banking
Corporate IB
CRM
Customer
Private banking
Liquidity Management
Remittances
Unsecured loans
Secured loans
Trade Finance
Factoring
Markets
IBG MIS
Credit Approval
Finance
Singapore Hong Kong Taiwan Indonesia ChinaIndia
Overseas
BranchesCHANNELSPRODUCTS&SERVICESENABLERS
And by 2014, we had fixed the basics and were ready
to build a digital bank
Buy Hold Sell Review
CASA and FD
12
14. EMBED OURSELVES
IN THE CUSTOMER
JOURNEY
BECOME DIGITAL TO THE
CORE
CREATE A
22,000 START-UP
Phase 2
▪ Increase velocity
▪ Leverage on new
technologies
(2014 onwards)
13
15. We went to deeply understand how the technology-driven
giants built and operated
14
16. Technology transformation occurred to achieve cloud scale in
data volume, processing and change velocity. Although the
business needs & transformation journeys vary, these
companies arrived at the same end-state ideal architecture
2000 2010 20152005
Drivers
6 years
4 years ▪ Cloud scale data volume
▪ Cloud scale data processing
▪ Unstructured data processing
▪ Complexity of environment
▪ Dependent on 3rd party vendor
▪ Deep level instrumentation
▪ Protection against outages
▪ Complexity of environment
▪ Change velocity
Jan ‘16 – shutdown
last DC
❖ Expensive and complex architecture
❖ 3 days to compile an application binary
❖ Full day web site inaccessible
❖ Coincide with 7 percent drop in stock price
❖ First quarterly customer loss
July ‘07
❖ Inability to support cloud scale with current enterprise technology
❖ Need to handle unstructured data
An outside-in look at the industry technology
journeys (of Gandalf)
7 years
3+ years
❖ Support rapid change
- CI, CD, digital bank
Our journey so far
▪ Cloud Scale
▪ Improved Speed
▪ Improved Resilience
▪ Open Source (e.g. MariaDB, Hadoop,
Spark, etc.)
15
20. Gandalf Transformation Targets by 2018
Become Cloud
Native
Reduced Cost.
Improved Resilience
and Scalability
Increase
Release Cadence 10x
Build for APIs and
Performance
Reduced
Time-to-Market
Customer Centric.
Extending to
Ecosystems
Business Benefits
▪ Cost efficiency
▪ Resilience
▪ Time-to-Market
▪ Ability to extend to ecosystems
▪ Ability to experiment for
improved customer experience
Investing in People and Skills
19
21. To be a technology leader, we wanted to own and run our own technology
1 2 3
DBS
Outsourced
85% outsourced 85% insourced
* DBS: includes all permanent staff and direct contractors
Outsourced: managed services resources
20
22. Become Cloud
Native
Reduced Cost.
Improved Resilience
and Scalability
Increase
Release Cadence 10x
Build for APIs and
Performance
Reduced
Time-to-Market
Customer Centric.
Extending to
Ecosystems
Business Benefits
▪ Cost efficiency
▪ Resilience
▪ Time-to-Market
▪ Ability to extend to ecosystems
▪ Ability to experiment for
improved customer experience
Investing in People and Skills
Gandalf Transformation Targets by 2018
21
23. Everyone has a cloud strategy
CLOUD
LIPSTICK?
OR CLOUD TO
THE CORE?
DBS Gandalf
, but not all are the same
Typical banks
22
24. How do we achieve cloud architecture?
▪ Dedicated to one application
▪ One Supplier
▪ Customised
Traditional architecture
▪ One Supplier
▪ Customised per application
Built for customised
Hardware and Software
▪ Open source: inexpensive to scale
▪ Standard: fault-tolerant through automation
Cloud architecture
▪ Shared
▪ Many suppliers: inexpensive
▪ Standard: fault-tolerant through scale
Built for Cloud
23
25. How is DBS doing on Private Cloud journey?
I want my own home
50% 93.8%
Typical DBS
How is the
move going?
% of Virtualization Achieved
I want my own space
1:10 1:>65
How do the
people share?
Consolidation Ratio: Physical to Virtual
I want to keep my own
Less Critical
Applications
All Applications
What about the
fixtures and
fittings (software)?
Applications Moved to Cloud Optimized Software
I want to automate it
Some Aggressive
How to service
the apartments?
Data Centre Automation
EASY VERY HARD
EASY
EASY
EASY
VERY HARD
VERY HARD
VERY HARD
Achieved
Achieved
WIP
WIP
24
27. How are we doing on our Applications transformation Journey?
Mostly
Regulatory
Systems
26Work in
Progress
Traditional and Typical Cloud
DBS Optimized Cloud
28. Pushing the envelope on cloud…
Typical banks Busy consolidating data centres
… and doing some cloud
Consolidated our physical data
centres years back …
we’re now shrinking
2018 target –
run 50% compute
on Public Cloud
Data Centres:
75% reduction by 2019
70% reduction in System Incidences,
despite 166% increase in Operating Systems
vs
(2010-2017 Oct)
27
29. Jack Ma (Alibaba) to Walmart –
“If you want 10,000 new customers, you have to build
a new warehouse, hire people … for me? 2 servers.”
Dave Gledhill to Jack Ma –
“You need 2 servers for 10,000 new customers …
For me 50,000 new customers need just 1 server”
“For me 50,000 new customers need just 1 server”
28
*Image source: Forbes
30. 0.7 0.7 0.6 0.6
0.5
0.3
0.4 0.4
0.5
0.5
2014 2015 2016 2017 2018
Build
Operate
9.9
10.9
11.5
11.9
DBS’ Technology Spend – Flat total spend in Phase 2
Shift happening from Operate to Build
Total Income
All figures are in S$ bn
Total Income
(Forecast)
1.0
1.1 1.1
1.1
1.0
29
Build core:
88% (2010) 44% (2017)
Build digital:
12% 56%
31. Become Cloud
Native
Reduced Cost.
Improved Resilience
and Scalability
Increase
Release Cadence 10x
Build for APIs and
Performance
Reduced
Time-to-Market
Customer Centric.
Extending to
Ecosystems
Business Benefits
▪ Cost efficiency
▪ Resilience
▪ Time-to-Market
▪ Ability to extend to ecosystems
▪ Ability to experiment for
improved customer experience
Investing in People and Skills
Gandalf Transformation Targets by 2018
30
34. To introduce changes to production, code needs to be…
Written Scanned Built
Tested and
verified
Deployed in
different
environments
Manual Automate Manual Automate Manual Automate
Manual Automate
Manual Automate
DEVELOPMENT
ENVIRONMENT
PRODUCTION
ENVIRONMENT
Manual
Automate
Manual
Automate
33
36. 2014 2017
Volume of automated test executions
Aggressive automation has enabled us to move much faster and
increase efficiency
7.5x
10X
10x
100%
DevOps: % of automated application releases
2014 2017
100%
2014 2017
Cadence – No. of monthly deployments
7.5X
35
37. Become Cloud
Native
Reduced Cost.
Improved Resilience
and Scalability
Increase
Release Cadence 10x
Build for APIs and
Performance
Reduced
Time-to-Market
Customer Centric.
Extending to
Ecosystems
Business Benefits
▪ Cost efficiency
▪ Resilience
▪ Time-to-Market
▪ Ability to extend to ecosystems
▪ Ability to experiment for
improved customer experience
Investing in People and Skills
Gandalf Transformation Targets by 2018
36
38. The design for modern systems – Enabling us to massively
scale… with ecosystem partners through APIs
37
39. Towards Making Banking Invisible… through APIs
✓ 8 million SMEs
✓ 30,000 salespersons
✓ DBS Inside
38
42. Move from being
product-focused to
customer-centric
EMBED OURSELVES
IN THE CUSTOMER
JOURNEY
BECOME DIGITAL TO THE
CORE
CREATE A
22,000 START-UP
41
43. (2) My Finance
(3) My Way
CASA
Cards
TD
InvestmentsLoans
Mortgages
Payments Insurance
My Utilities
My Health
My Shopping
My Transport
My Car
My House
My Pension
My Child’s Education
My Wedding
My Entertainment
My Travel
My Education
(1) My Everyday Life & Goals
Make banking ‘invisible’
Context Location
42
46. Cash from parents’ perspective…
We want to eliminate cash
Discover Define Develop Deliver
45
Transaction Journey
Different perspective on cash
Customer Journey
47. POSB Smart Buddy was born…
A contactless payments ecosystem to cultivate sensible savings and spending
habits among young students in an interactive, engaging manner !
46
48. 1.6M Customers in 18 months!
90 SEC
ACCOUNT
OPENING
digibank … a bank in a smartphone
47
49. = bank branch?
digibank Operations
Traditional Bank Operations
90%
Pushing the boundaries
– how far can we go?
48
50. • Sharpen acquisition engine with MVP1
• Test launch in 2 cities
• Rapid iterations using Agile methodology
• digibank brand launched with Digor and
Sachin Tendulkar
• Payment products (UPI, Bharat QR)
• Investment and Insurance products
• Lending products
• Remittance products
Test MVP1 with liability & payment
platform to build scale Build out full value proposition
(Q4’15 to Q2’16) (Q3’16 onwards)Phase 1 Phase 2
Go-to-market
strategy
digibank India
49
52. Strengthen our people
and culture
EMBED OURSELVES
IN THE CUSTOMER
JOURNEY
BECOME DIGITAL TO THE
CORE
CREATE A
22,000 START-UP
51
53. What makes a 22,000 start-up?
Agile
Take Risk &
Experiment
Data-Driven
Be a Learning
Organisation
Customer
Obsessed
52
54. We have the highest velocity ATMs in the world …
how do we stop them from going “cash-out”?
“Highest velocity in the world” *
20,000 transactions per month per machine
Average time between cash-outs
▪ 2010 3 months
55 years▪ 2017
53
* Source: ATMIA 2014
55. Raw data
Training Data
- Number of trainings
attended
- Days of training
- Mandatory / Non-
mandatory
RM Revenue
- RM’s monthly
revenue dollar in
first 8 months
Leave Pattern
- In initial months
- Over several
consecutive
months
Branch details
- Branch location
Ensemble
Business Impact:
predictive accuracy
54
Predicting when a salesperson is going to leave
56. 1,000
Experiments
We set a target for ourselves… far exceeded that!
IMAGINARIUMS
API HACKTHATHONS
STARTUP XCHANGE
INNOVATION
BACKYARD
14,800
staff engaged in
innovation programmes
& more…
55
57. Being Agile
▪ Agile between business & tech
▪ Agile @ Work… even when we audit
▪ DBS Singapore
▪ DBS Group Audit
▪ DBS Asia Hub 2, Hyderabad
Changing the way we work…
…to foster collaboration
56
60. Our digital customers don’t see us
as business and technology,
they see us as one
FUSING OUR DIGITAL DNA
TRANSITIONING TO PLATFORM OPERATING MODEL
59
61. We got our people to work with industry partners
and start-ups to develop innovative mindsets
30+
Business
Challenges
100+
Start-ups
introduced
500+
Participants in
community
events
Gandalf Scholars
Operations
Transformation
Program
Evangelists
Speaker SeriesLearning Hour
Sandbox
Learning
Lynda
Learning in different ways across the region…
transforming into digital bankers
60
63. j
VISIBLE OUTCOMES: Digital transformation pervasive
digibank Tally iWealth Treasury Prism
Digital
Onboarding
BusinessClass POSB
Smart Buddy
TRANSFORMING THE FRONT END…
digibank Virtual
Assistant
Contact Centre
Analytics
ATM Analytics Fraud Monitoring
HR Analytics
on RMs Open API Platform
… RE-ARCHITECTING THE BACK END
“It is demonstrably the case that digital innovation pervades every part of DBS,from
consumer to corporate, SMEs to transaction banking and even the DBS Foundation.”
Clive Horwood
Editor of Euromoney
62
64. So how does this translate into Digital Value?
63
66. P&L for Digital and Traditional segments based on customer view
Traditional
Income
Profit
CIR
Cost
• Direct
• Indirect
• Overheads
Digital
Income
Profit
CIR
Cost
• Direct
• Indirect
• Overheads
• Digital and Traditional customers
identified based on banking behaviour
• Complete attribution of all income
streams and costs
• Full reconciliation to Group financial
statements
• Granular data to ensure methodology rigour
• Time-tested over three years
End-to-end P&L constructed
following a set of principles
65
67. Traditional
Digital
61% 39%
ROE 9pp higher ROE
19% 27%
T
D
Income per
Customer
2X income per customer
x 2.1x
T
D
Cost Income
Ratio
20pp lower CIR
55% 34%
T
D
Migrate
Superior returns from Digital segment
66
68. YOU MANAGE WHAT YOU MEASURE:
Balanced Scorecard and Management Processes
Today:Then:
50%
50%
Traditional KPIs
Strategic priorities
Shareholders
Achieve
sustainable
growth
Customers
Position DBS as
bank of choice
Employees
Position DBS
as employer
of choice
Geographies Regional
businesses
Enablers
40% Traditional KPIs
20% Making Banking Joyful
40% Strategic priorities
Shareholders
Achieve
sustainable
growth
Customers
Position DBS as
bank of choice
Employees
Position DBS
as employer
of choice
Drive digitally:
• Acquire
• Transact
• Engage
Joyful customers
& employees by
focusing on journeys,
experiences
Capture value
created from
digitalisation
Geographies
Regional
businesses
Enablers
Regulators Society
Regulators Society
67
69. We have changed the way we run our business
Acquire
Transact
Engage
Create instant fulfilment – making it easier for customers to use our
services
Decrease cost
Making it easier for customers to buy our products: wider distribution
Lower acquisition cost
Deliver the right offers, at the right time to increase traction through
contextual marketing
Increase income per customer
68
70. Acquire: KPIs set and tracked across products to drive results
Online deposit account openingIncrease digital share of:
• New account opening
• Banker’s guarantee
• Loans
Increase subscriptions:
• IDEAL – online banking platform
ExamplesKPIs
Consumer
SME
Online deposit account openingIncrease digital acquisition share:
• Deposits
• Cards
• Loans
• Equity
• Unit trusts
• General insurance
43%
11%
2014 2017
Digital share of deposits onboarding
32pp
64%
27%
20172014
37pp
Digital share of deposits onboarding
69
71. Transact: KPIs set and tracked to drive results
Migrate transactions to digital:
• Cash
• Trade
• FX
Design for “no-ops”:
• Cash and trade processing
• Loan creation, disbursements and servicing
• Account opening and maintenance
ExampleKPIs
Cross-border payments: Customer-initiatedMigrate transactions to digital:
• Deposits
• Remittance
• Loans
• Equity
• Unit trusts
Consumer
SME
2017201620152014
D
T
70
72. Engage: KPIs set and tracked to drive results
Contextual marketing: Drive cross-sell and up-sellIncrease number of:
• Digitally engaged customers
• BusinessClass members and activities
• Visits to DBS websites
Increase share of:
• Internet banking login frequency
• Mobile banking usage
Examples to drive ‘stickiness’KPIs
Omni: Instant points redemption, budget tracking, etc.Increase number of:
• Digitally engaged customers
• 30-day, 90-day active customers
Improve customer satisfaction:
• Internet banking
• Mobile banking
2.5x
Average spend
per Omni user
~S$1bn
Incremental deposits
30
Campaigns
Consumer
SME
71
73. Upside in Digital customer base to drive progressively lower CIR
43
Aspiration2017
<40
33
39
2015 2017
50-60
Aspiration
Cost-income ratio (%)Digital share of customers (%)
72
74. DBS’s ability to offer granular narration on how digitalisation
led to enhanced customer stickiness, higher transaction
volumes and lower costs.
In a disruptive world, it is probably time for investors to think
laterally and overlay a technology coat on DBS. DBS has
convinced us on its digital transformation. DBS should be in
your Singapore core holdings.
CIMB
Analyst briefing come and go. It was quite something, then,
when a DBS investor day triggered a raft of glowing analyst
reports and a 4% jump in the share price. The thing that so
enthused analysts is that this appears to be the clearest
articulation yet of what precisely a digital strategy means to
the bottom line.
Euromoney
DBS … presented one of the most
comprehensive digital strategies of
any bank in the world, let alone Asia
“The Bank of the Future”
Citi
DBS is among the rare banks in the
region who appears to be taking the
challenge head-on with an extensive
tech transformation.
Bloomberg Intelligence
We believe that DBS is among the best-
positioned banks to demonstrate
quantifiable benefits to drive re-rating…
Bernstein
Making our mark globally
73
75. DBS Transformation:
The World’s Best Digital Bank
Driving Digital Transformation
at DBS
The Digital Reinvention
of an Asian Bank
Rewiring the Enterprise
for Digital Innovation:
The Case of DBS Bank
DBS Bank Fosters a
Customer-Led
Innovation Culture
DBS Bank:
Transformation though
Strategy Implementation
Case studies on DBS’ Digital Transformation
74
76. World’s Best Digital Bank 2016
DBS: Top of the Digital Class 2017
Global recognition
75