This document discusses Software Group, an IT company focused on financial sector solutions. It provides an overview of Software Group's services, including core banking systems, reporting tools, delivery channels, integrations, and mobile banking/wallet applications. It then describes a case study where Software Group provided an m-wallet platform integration for a microfinance institution in Rwanda, connecting it to the VISA network. The project was completed on budget and launched new services, but faced challenges around requirements changes and stakeholder communication.
FINCA Uganda implemented a pilot project using point-of-sale (POS) technology and bank cards to improve access to affordable domestic remittances and savings services for low-income Ugandans. The project achieved substantial uptake, with over 30,000 transactions recorded including deposits, withdrawals, and transfers totaling over $200,000 in savings mobilized. The project introduced new secure financial services to unbanked clients and provided a safer way to receive and manage remittances. It also demonstrated a replicable and lower cost model for expanding access to financial services in rural areas of Uganda and other African countries.
Nathan Were from FINCA presented on their experience partnering with mobile network operators (MNOs) to expand digital financial services in Tanzania. Some key points:
- FINCA launched mobile payments in 2012 with MNO Vodacom and agency banking in 2014. In 2015 they integrated with multiple MNOs including Tigo and Airtel to offer mobile banking.
- Digital channels like agents and mobile banking increased in usage over time, with mobile transactions growing from 26% to 29% of all transactions from January to February 2016.
- Partnering with large MNOs requires cultivating the relationship through dedicated resources and service level agreements to avoid being at a disadvantage.
- Digital
Yes Bank was a new private sector bank established in 2004 that pursued a differentiation strategy. It focused on niche customer segments and providing specialized banking services tailored to different industries. Yes Bank emphasized technology and a "knowledge banking" approach using domain experts. It also invested heavily in human capital. This strategy allowed Yes Bank to rapidly grow its customer base and operations across India, becoming one of the fastest growing and highest rated private banks despite entering an already crowded market.
Yes Bank aims to mainstream development into Indian banking through several initiatives. It focuses on agribusiness, rural and social banking, microfinance, and sustainable investment banking. For financial inclusion, Yes Bank partners with Nokia and Obopay to offer mobile banking services. It also uses business correspondents to expand rural banking through village-level agents. Overall, Yes Bank develops specialized business units to create viable development-focused businesses for the bank.
2020's Most Trusted Payment and Card Solutions Providers May2020 - InsightsSu...Merry D'souza
2020’s Most Trusted Payment and Card Solution Providers that are fuelling the digital economy and making sure that millions of transactions being carried out across the globe are safe and secure.
This document outlines a proposal to introduce ecommerce to Malawi by addressing the challenges merchants face. It notes that while digital financial services have grown rapidly in Malawi, ecommerce has yet to take off. The proposal involves creating an online marketplace and payment service provider to simplify the process for merchants to create online stores and accept payments from various sources. Financial projections estimate the venture could generate over $2.5 million in annual revenue within 3 years by charging transaction fees on its platform. The proposal argues this solution can help Malawi participate in Africa's growing $75 billion ecommerce industry by resolving key issues around online payments and technical support for merchants.
This document discusses Software Group, an IT company focused on financial sector solutions. It provides an overview of Software Group's services, including core banking systems, reporting tools, delivery channels, integrations, and mobile banking/wallet applications. It then describes a case study where Software Group provided an m-wallet platform integration for a microfinance institution in Rwanda, connecting it to the VISA network. The project was completed on budget and launched new services, but faced challenges around requirements changes and stakeholder communication.
FINCA Uganda implemented a pilot project using point-of-sale (POS) technology and bank cards to improve access to affordable domestic remittances and savings services for low-income Ugandans. The project achieved substantial uptake, with over 30,000 transactions recorded including deposits, withdrawals, and transfers totaling over $200,000 in savings mobilized. The project introduced new secure financial services to unbanked clients and provided a safer way to receive and manage remittances. It also demonstrated a replicable and lower cost model for expanding access to financial services in rural areas of Uganda and other African countries.
Nathan Were from FINCA presented on their experience partnering with mobile network operators (MNOs) to expand digital financial services in Tanzania. Some key points:
- FINCA launched mobile payments in 2012 with MNO Vodacom and agency banking in 2014. In 2015 they integrated with multiple MNOs including Tigo and Airtel to offer mobile banking.
- Digital channels like agents and mobile banking increased in usage over time, with mobile transactions growing from 26% to 29% of all transactions from January to February 2016.
- Partnering with large MNOs requires cultivating the relationship through dedicated resources and service level agreements to avoid being at a disadvantage.
- Digital
Yes Bank was a new private sector bank established in 2004 that pursued a differentiation strategy. It focused on niche customer segments and providing specialized banking services tailored to different industries. Yes Bank emphasized technology and a "knowledge banking" approach using domain experts. It also invested heavily in human capital. This strategy allowed Yes Bank to rapidly grow its customer base and operations across India, becoming one of the fastest growing and highest rated private banks despite entering an already crowded market.
Yes Bank aims to mainstream development into Indian banking through several initiatives. It focuses on agribusiness, rural and social banking, microfinance, and sustainable investment banking. For financial inclusion, Yes Bank partners with Nokia and Obopay to offer mobile banking services. It also uses business correspondents to expand rural banking through village-level agents. Overall, Yes Bank develops specialized business units to create viable development-focused businesses for the bank.
2020's Most Trusted Payment and Card Solutions Providers May2020 - InsightsSu...Merry D'souza
2020’s Most Trusted Payment and Card Solution Providers that are fuelling the digital economy and making sure that millions of transactions being carried out across the globe are safe and secure.
This document outlines a proposal to introduce ecommerce to Malawi by addressing the challenges merchants face. It notes that while digital financial services have grown rapidly in Malawi, ecommerce has yet to take off. The proposal involves creating an online marketplace and payment service provider to simplify the process for merchants to create online stores and accept payments from various sources. Financial projections estimate the venture could generate over $2.5 million in annual revenue within 3 years by charging transaction fees on its platform. The proposal argues this solution can help Malawi participate in Africa's growing $75 billion ecommerce industry by resolving key issues around online payments and technical support for merchants.
Smart locker's value for commercial banks (pdf)Ivy Hu
1) Smart bank lockers provide an alternative to traditional bank counters and allow for 24/7 banking services through automated machines.
2) They offer cost savings over bank outlets and staff while increasing banking access for customers through convenient locations.
3) Partnering with other banks and logistics companies can help achieve scale and maximize the benefits of advertising, renting lockers, and other revenue streams to make the bank locker business model financially viable.
The document summarizes a business plan for an online short-term loan company. It discusses the team behind the idea, the quick risk assessment algorithm used to evaluate borrowers, targeting younger customers, and a marketing strategy focused on digital channels. Financial projections estimate the business will be cash positive within 2-3 years and have high returns, with an initial maximum cash need of €75,000.
The document discusses the continued importance and prevalence of cash usage despite the rise of digital payments. It notes that around 48% of US retail transactions are still made with cash, and cash is used for over half of transactions under $50. While cash does have disadvantages like risk of theft, it remains widely accepted and convenient, especially for younger consumers and for small dollar purchases. The document advocates that businesses should consider automating cash handling to increase efficiency and the customer base by accepting cash. It provides examples of industries that benefit from cash automation like parking, gaming, and bill payment kiosks.
An Introduction to Digital Credit: Resources to Plan a DeploymentCGAP
This is a workshop/course offering guidance in developing new digital credit products. This content is designed for a broad audience of banks, mobile operators, lenders, and fintech firms. It may also be of interest to regulators, policy makers and investors/donors.
With any comments or to request more materials (including the financial model [Excel] or original PPT presentation with detailed presenter notes), please write to cgap [@] worldbank.org.
This document discusses the opportunities and challenges facing banks from major trends like changing regulations, technology, demographics, and the economy. It outlines industry challenges such as retaining customers who expect personalized digital experiences. It argues that banks must embrace change, understand customers, and ensure agility, efficiency, and security. The document promotes cognitive computing and analytics solutions from IBM to gain insights from data, improve operations and compliance, enhance customer engagement, and inform better decisions. It provides examples of IBM clients that achieved benefits like increased efficiencies and revenues through solutions for marketing, customer analytics, payments, and other areas.
This document discusses plans for a new banking service that aims to better serve millennials. It will offer a smart spending account with automatic budgeting, integrated savings, and daily guidance to encourage positive financial habits. The service seeks to educate and engage customers through community building and rapid feedback. It aims to enter this growing market and see success by acquiring customers cost-effectively and providing added value through relationship-building software and life integration. The founders are seeking an investment of $1.7 million to accelerate development, secure deposit cards, and launch marketing efforts, offering investors a 20% stake in the company.
Our presentation for the SIA Partners x Google x HSBC Hackathon in Paris 2019
You can see the recommendation engine here: https://banking-innovation-2020.herokuapp.com/
You can see a prototype of how the app will work here:
https://www.youtube.com/watch?v=ZMBddK98O-Y&t=4s
Digitizing Merchant Payments: What Will It Take?CGAP
A staggering amount of cash is paid to retail merchants worldwide -- around $19 trillion out of a total of $34 trillion in payments. What will it take for digital payments to beat cash?
The ten key steps for a successful mPOS solutionPascal CORABOEUF
From telcos to startups, from leading financial institutions to e-commerce providers, new organizations and new geographies are looking to provide mobile point of sale (mPOS) solutions to merchants and businesses.
See the ten key steps for mPOS service providers to transform merchant-consumer interaction to an easier, richer and more personalized experience
This document analyzes the opportunity for digital banking in the banking sector. It examines consumer preferences through surveys, finding that 93% prefer online banking. A SWOT analysis identifies strengths like lower costs but also weaknesses like security threats. A roadmap is proposed, including closing some physical branches in major cities over 3 years while expanding digital services. Cost savings from reducing branches could be used to create a centralized online banking platform. The conclusion is that digital banking is the future, and banks should segment customers to focus more on digital services for those open to online options.
The document discusses digital financial services (DFS) for underserved populations. It provides an overview of various DFS models including bank-led models where banks partner with non-banks to expand reach, and non-bank led models where mobile network operators (MNOs) provide financial services. The document compares the advantages and disadvantages of different technology options for DFS like SMS banking, mobile banking, POS devices, and voice IVR. It also discusses factors that affect the uptake of DFS like the presence of alternate financial channels, demographic characteristics, and socio-economic conditions of the target population.
AI for optimizing customer journeys in online bettingFrosmo
The machines we use on a daily basis are getting smarter, and with AI shaping our world far more than many of us realize, how does it affect the online betting industry? How do you predict churn? Fraud? How do you identify problem gamblers? Find out how AI is shaping the online betting industry.
Financial Technology: Insights into an Exploding IndustryCory Brooks
Financial Technology will dramatically change your life; it may have already. This powerpoint gives the market overview FinTech as well as sector overviews concerning digital payments, online lending, and InsurTech.
The document discusses the future of payments in the 21st century and how new technologies and business models are disrupting traditional payment systems. It analyzes trends like real-time payments, use of unique identifiers like phone numbers and emails, push-based systems like PayPal versus pull-based card networks, improved security and fraud controls, lower processing costs, and the transition away from paper checks and plastic cards to digital and mobile-based payments. PayPal is highlighted as an example of a company leveraging these 21st century innovations to build a highly successful new payments platform.
Mobile Payments: Balancing User Experience & Effective Risk ManagementGeo Coelho
IdentityMind's presentation on balancing User Experience and Effective Risk Management from our joint presentation with Mozido at ETA's TRANSACT15 Conference in San Francisco, April 1, 2015.
This presentation focuses on specific challenges in mobile commerce, and the importance of leveraging consumer data and behavior throughout the transaction to compensate for the shortcomings of traditional fraud analysis in these new environments.
Mobile commerce is growing rapidly worldwide, and growing fastest in unbanked and underbanked demographics. Merchants and Financial Institutions wanting to take advantage of this explosive growth will have to face the technical challenges of mobile- as well as the added risk of servicing these demographics, where a typical lack of industry-reference data is often compounded by a lack of reliable user information.
Together, Mozido and IdentityMind have partnered to create an end-to-end solution to mitigate risk while bringing mobile financial services to global audiences. This solution combines Mozido’s MoTEAF™ Mobile Ecosystem with IdentityMind’s eDNA™ identity-based risk management to leverage consumer data and behavior, and reduce risk at every step of the transaction lifecycle.
So, with great enthusiasm Insights Success has shortlisted,
“The 10 Most Promising Payment and Card Solution
Providers 2019”, who are working round the clock to make
transactions more secured and efficient.
Also, while flipping the pages don’t forget to go through the
CXOs and articles written by
Merchant acquiring in the age of Digital Commerce, CredoraxCredorax
Global e-commerce is growing rapidly, with cross-border e-commerce sales reaching $300 billion annually and growing over 45% yearly. This presents significant revenue opportunities for payment service providers (PSPs) to give merchants access to international markets. However, PSPs face pressures to innovate and reduce costs while meeting increasing merchant demands for quality, low costs, new markets and tools. Additionally, integrating with multiple acquirers across many countries results in high upfront costs and ongoing complexities for PSPs.
Embrace emerging trends, prioritize operational excellence, and choose the right partners like top credit card processors to empower your financial service offerings and thrive in the exciting world of credit cards. Visit us at: https://webpays.com/credit-card-processing.html
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: how Equitas does integrated health and microfinance
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: action planning
More Related Content
Similar to Mark Staehle, Chars Livelihoods Programme, The Role of Savings Groups in Building Assets and Financial Capability
Smart locker's value for commercial banks (pdf)Ivy Hu
1) Smart bank lockers provide an alternative to traditional bank counters and allow for 24/7 banking services through automated machines.
2) They offer cost savings over bank outlets and staff while increasing banking access for customers through convenient locations.
3) Partnering with other banks and logistics companies can help achieve scale and maximize the benefits of advertising, renting lockers, and other revenue streams to make the bank locker business model financially viable.
The document summarizes a business plan for an online short-term loan company. It discusses the team behind the idea, the quick risk assessment algorithm used to evaluate borrowers, targeting younger customers, and a marketing strategy focused on digital channels. Financial projections estimate the business will be cash positive within 2-3 years and have high returns, with an initial maximum cash need of €75,000.
The document discusses the continued importance and prevalence of cash usage despite the rise of digital payments. It notes that around 48% of US retail transactions are still made with cash, and cash is used for over half of transactions under $50. While cash does have disadvantages like risk of theft, it remains widely accepted and convenient, especially for younger consumers and for small dollar purchases. The document advocates that businesses should consider automating cash handling to increase efficiency and the customer base by accepting cash. It provides examples of industries that benefit from cash automation like parking, gaming, and bill payment kiosks.
An Introduction to Digital Credit: Resources to Plan a DeploymentCGAP
This is a workshop/course offering guidance in developing new digital credit products. This content is designed for a broad audience of banks, mobile operators, lenders, and fintech firms. It may also be of interest to regulators, policy makers and investors/donors.
With any comments or to request more materials (including the financial model [Excel] or original PPT presentation with detailed presenter notes), please write to cgap [@] worldbank.org.
This document discusses the opportunities and challenges facing banks from major trends like changing regulations, technology, demographics, and the economy. It outlines industry challenges such as retaining customers who expect personalized digital experiences. It argues that banks must embrace change, understand customers, and ensure agility, efficiency, and security. The document promotes cognitive computing and analytics solutions from IBM to gain insights from data, improve operations and compliance, enhance customer engagement, and inform better decisions. It provides examples of IBM clients that achieved benefits like increased efficiencies and revenues through solutions for marketing, customer analytics, payments, and other areas.
This document discusses plans for a new banking service that aims to better serve millennials. It will offer a smart spending account with automatic budgeting, integrated savings, and daily guidance to encourage positive financial habits. The service seeks to educate and engage customers through community building and rapid feedback. It aims to enter this growing market and see success by acquiring customers cost-effectively and providing added value through relationship-building software and life integration. The founders are seeking an investment of $1.7 million to accelerate development, secure deposit cards, and launch marketing efforts, offering investors a 20% stake in the company.
Our presentation for the SIA Partners x Google x HSBC Hackathon in Paris 2019
You can see the recommendation engine here: https://banking-innovation-2020.herokuapp.com/
You can see a prototype of how the app will work here:
https://www.youtube.com/watch?v=ZMBddK98O-Y&t=4s
Digitizing Merchant Payments: What Will It Take?CGAP
A staggering amount of cash is paid to retail merchants worldwide -- around $19 trillion out of a total of $34 trillion in payments. What will it take for digital payments to beat cash?
The ten key steps for a successful mPOS solutionPascal CORABOEUF
From telcos to startups, from leading financial institutions to e-commerce providers, new organizations and new geographies are looking to provide mobile point of sale (mPOS) solutions to merchants and businesses.
See the ten key steps for mPOS service providers to transform merchant-consumer interaction to an easier, richer and more personalized experience
This document analyzes the opportunity for digital banking in the banking sector. It examines consumer preferences through surveys, finding that 93% prefer online banking. A SWOT analysis identifies strengths like lower costs but also weaknesses like security threats. A roadmap is proposed, including closing some physical branches in major cities over 3 years while expanding digital services. Cost savings from reducing branches could be used to create a centralized online banking platform. The conclusion is that digital banking is the future, and banks should segment customers to focus more on digital services for those open to online options.
The document discusses digital financial services (DFS) for underserved populations. It provides an overview of various DFS models including bank-led models where banks partner with non-banks to expand reach, and non-bank led models where mobile network operators (MNOs) provide financial services. The document compares the advantages and disadvantages of different technology options for DFS like SMS banking, mobile banking, POS devices, and voice IVR. It also discusses factors that affect the uptake of DFS like the presence of alternate financial channels, demographic characteristics, and socio-economic conditions of the target population.
AI for optimizing customer journeys in online bettingFrosmo
The machines we use on a daily basis are getting smarter, and with AI shaping our world far more than many of us realize, how does it affect the online betting industry? How do you predict churn? Fraud? How do you identify problem gamblers? Find out how AI is shaping the online betting industry.
Financial Technology: Insights into an Exploding IndustryCory Brooks
Financial Technology will dramatically change your life; it may have already. This powerpoint gives the market overview FinTech as well as sector overviews concerning digital payments, online lending, and InsurTech.
The document discusses the future of payments in the 21st century and how new technologies and business models are disrupting traditional payment systems. It analyzes trends like real-time payments, use of unique identifiers like phone numbers and emails, push-based systems like PayPal versus pull-based card networks, improved security and fraud controls, lower processing costs, and the transition away from paper checks and plastic cards to digital and mobile-based payments. PayPal is highlighted as an example of a company leveraging these 21st century innovations to build a highly successful new payments platform.
Mobile Payments: Balancing User Experience & Effective Risk ManagementGeo Coelho
IdentityMind's presentation on balancing User Experience and Effective Risk Management from our joint presentation with Mozido at ETA's TRANSACT15 Conference in San Francisco, April 1, 2015.
This presentation focuses on specific challenges in mobile commerce, and the importance of leveraging consumer data and behavior throughout the transaction to compensate for the shortcomings of traditional fraud analysis in these new environments.
Mobile commerce is growing rapidly worldwide, and growing fastest in unbanked and underbanked demographics. Merchants and Financial Institutions wanting to take advantage of this explosive growth will have to face the technical challenges of mobile- as well as the added risk of servicing these demographics, where a typical lack of industry-reference data is often compounded by a lack of reliable user information.
Together, Mozido and IdentityMind have partnered to create an end-to-end solution to mitigate risk while bringing mobile financial services to global audiences. This solution combines Mozido’s MoTEAF™ Mobile Ecosystem with IdentityMind’s eDNA™ identity-based risk management to leverage consumer data and behavior, and reduce risk at every step of the transaction lifecycle.
So, with great enthusiasm Insights Success has shortlisted,
“The 10 Most Promising Payment and Card Solution
Providers 2019”, who are working round the clock to make
transactions more secured and efficient.
Also, while flipping the pages don’t forget to go through the
CXOs and articles written by
Merchant acquiring in the age of Digital Commerce, CredoraxCredorax
Global e-commerce is growing rapidly, with cross-border e-commerce sales reaching $300 billion annually and growing over 45% yearly. This presents significant revenue opportunities for payment service providers (PSPs) to give merchants access to international markets. However, PSPs face pressures to innovate and reduce costs while meeting increasing merchant demands for quality, low costs, new markets and tools. Additionally, integrating with multiple acquirers across many countries results in high upfront costs and ongoing complexities for PSPs.
Embrace emerging trends, prioritize operational excellence, and choose the right partners like top credit card processors to empower your financial service offerings and thrive in the exciting world of credit cards. Visit us at: https://webpays.com/credit-card-processing.html
Similar to Mark Staehle, Chars Livelihoods Programme, The Role of Savings Groups in Building Assets and Financial Capability (20)
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: how Equitas does integrated health and microfinance
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: action planning
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: client testimonies
The document summarizes a market research study conducted with 224 members of Bandhan, a microfinance institution in India. The study found that the most common health issues were cold, cough, fever, gastric problems, and skin diseases. It also found that while government healthcare is preferred, the main barrier to care is inability to pay rather than lack of access. Respondents expressed interest in health savings, education, and loans to pay for emergencies. Based on the findings, Bandhan introduced health education programs and emergency health loans for clients.
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: intro, objectives, and the agenda
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: intro to integrated health and microfinance
This course will inform, engage, and prepare participants who are considering the feasibility and benefits of adding health to microfinance. The training will provide experience-based examples, lessons learned, cost information, and discussion about addressing the link between poverty and ill health without taking MFIs off-track or incurring undue expenses.
This PPT: how and why to do market research
This one-day workshop will introduce the pathway that financial service providers can take to enhance their social performance management (SPM) practices, using the Universal Standards for Social Performance Management (“Universal Standards”) as a framework for improving practice. Case studies and activities will make the day as interactive as possible. The target audience for this workshop is associations and direct service providers.
The day will start by quickly defining SPM and exploring its importance to an institution’s clients and business. Participants will take a deeper look at the Universal Standards and learn how to use the SPI4 Audit Tool to assess their current level of implementation of the Universal Standards. We will also discuss key resources available to help financial service providers institute changes after they assess themselves.
This course will prepare microfinance practitioners to understand and provide financial and non-financial services to rural and urban youth. The course will introduce participants to best practices for serving youth, help them to understand the differences between rural and urban youth financial service provision, and detail specific products and service delivery models. To ground the information in concrete examples, the training will also involve a live case study component, where participants will be able to engage with representatives of financial institutions in the MENA region that are currently offering financial services to youth.
You have helped your clients see themselves and their families in a new light as economic actors. You can do the same for their lives as civic actors. The nations of the world have agreed to the Sustainable Development Goals, goals such as eradicating extreme poverty, eliminating preventable child deaths, and ensuring all children complete secondary school all by 2030. In this training you will learn how to empower your clients to use their voices as citizens on issues that matter in their lives, the lives of community members, and across their nation. By helping clients influence village leaders and members of Parliament through advocacy, we will make the SDGs real.
The document summarizes findings from a research study on financial diaries kept by rural households in Cambodia. It provides context on Cambodia's economy and microfinance sector. The study found that households used a mix of formal and informal financial tools to manage volatile income and expenses. A common informal tool is ROSCAs called "tongtin" which provide savings and credit functions and compete with microfinance institutions. The diaries revealed opportunities for new financial products addressing common shocks as well as a need for financial literacy training to help households avoid over-indebtedness.
This document summarizes a study that examined the impact of financial education and access to savings accounts on youth in Uganda. 240 youth groups were randomly assigned to receive either financial education, access to a group savings account, both, or neither (the control). Results found that financial education significantly increased savings amounts and earned income 1-2 years later, while access to savings accounts had smaller impacts. This suggests that financial education and account access may be substitutes rather than complements in increasing savings behavior and downstream outcomes.
This document summarizes research on a mobile savings product called M-Pasandaz launched in Afghanistan. Key points:
- M-Pasandaz allowed automatic payroll deductions into a mobile money savings account, with options for employer matching contributions.
- A study enrolled 949 employees and randomly assigned them to default enrollment at 5% of salary and different matching contribution levels (0%, 25%, 50%).
- Defaults significantly increased participation rates, with 71-86% of default-enrolled employees participating compared to 1% without defaults. Defaults also led to higher contribution amounts, roughly equivalent to a 50% match.
- The results suggest defaults are an effective way to address procrastination and help people save
This document summarizes preliminary results from a midline survey evaluation of the LISTA project, which aims to provide tablet-based financial education in Colombia. The summary includes:
1) LISTA uses tablets preloaded with financial education modules to potentially provide a scalable solution. 2) The evaluation examines the impact of LISTA on financial literacy, practices, and performance using a randomized controlled research design. 3) Preliminary midline results show some improvements in financial knowledge, savings habits, and reported savings amounts, but no impact yet on all measures.
This document summarizes key findings from a study of financial diaries in Zambia. It discusses how the diaries were used to develop more nuanced market segments based on patterns of income variation, rather than just demographic characteristics. Two examples are given of farmers with different livelihoods but similar income fluctuation patterns. The segments are described and how they differently manage cash flow and finance lump purchases. Insights from the diaries challenge assumptions about use of financial services among the populations studied.
The document discusses assessing the suitability of sites for microenterprises in Bangladesh. It analyzed various physical and economic criteria like distance to markets and roads, land elevation and flooding risk, to classify areas as highly, moderately or marginally suitable for poultry farming. Most unions had large unsuitable areas concentrated in the southeast. Microenterprises in unsuitable sites faced higher costs, lower profits and required greater support. The research findings could help prioritize development efforts and identify low-cost solutions to improve conditions for farmers in unsuitable locations.
The document summarizes the key findings of an independent evaluation of the Asian Development Bank's Microfinance Assistance Program from 2000-2010. The evaluation assessed the performance of ADB's microfinance portfolio in developing sustainable microfinance systems for the poor. It found that while interventions were well-designed, they were less effective at delivering intended results. Program and sector development loans were most effective in improving policies and expanding services, while projects focusing only on credit were less successful. The evaluation also analyzed microfinance clients and impacts in six countries, finding an increase in loans and clients over time but decreasing percentages of women, and limited welfare impacts.
Carrer goals.pptx and their importance in real lifeartemacademy2
Career goals serve as a roadmap for individuals, guiding them toward achieving long-term professional aspirations and personal fulfillment. Establishing clear career goals enables professionals to focus their efforts on developing specific skills, gaining relevant experience, and making strategic decisions that align with their desired career trajectory. By setting both short-term and long-term objectives, individuals can systematically track their progress, make necessary adjustments, and stay motivated. Short-term goals often include acquiring new qualifications, mastering particular competencies, or securing a specific role, while long-term goals might encompass reaching executive positions, becoming industry experts, or launching entrepreneurial ventures.
Moreover, having well-defined career goals fosters a sense of purpose and direction, enhancing job satisfaction and overall productivity. It encourages continuous learning and adaptation, as professionals remain attuned to industry trends and evolving job market demands. Career goals also facilitate better time management and resource allocation, as individuals prioritize tasks and opportunities that advance their professional growth. In addition, articulating career goals can aid in networking and mentorship, as it allows individuals to communicate their aspirations clearly to potential mentors, colleagues, and employers, thereby opening doors to valuable guidance and support. Ultimately, career goals are integral to personal and professional development, driving individuals toward sustained success and fulfillment in their chosen fields.
This presentation by OECD, OECD Secretariat, was made during the discussion “Pro-competitive Industrial Policy” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/pcip.
This presentation was uploaded with the author’s consent.
This presentation by Professor Alex Robson, Deputy Chair of Australia’s Productivity Commission, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by Tim Capel, Director of the UK Information Commissioner’s Office Legal Service, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
The importance of sustainable and efficient computational practices in artificial intelligence (AI) and deep learning has become increasingly critical. This webinar focuses on the intersection of sustainability and AI, highlighting the significance of energy-efficient deep learning, innovative randomization techniques in neural networks, the potential of reservoir computing, and the cutting-edge realm of neuromorphic computing. This webinar aims to connect theoretical knowledge with practical applications and provide insights into how these innovative approaches can lead to more robust, efficient, and environmentally conscious AI systems.
Webinar Speaker: Prof. Claudio Gallicchio, Assistant Professor, University of Pisa
Claudio Gallicchio is an Assistant Professor at the Department of Computer Science of the University of Pisa, Italy. His research involves merging concepts from Deep Learning, Dynamical Systems, and Randomized Neural Systems, and he has co-authored over 100 scientific publications on the subject. He is the founder of the IEEE CIS Task Force on Reservoir Computing, and the co-founder and chair of the IEEE Task Force on Randomization-based Neural Networks and Learning Systems. He is an associate editor of IEEE Transactions on Neural Networks and Learning Systems (TNNLS).
This presentation by Katharine Kemp, Associate Professor at the Faculty of Law & Justice at UNSW Sydney, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
XP 2024 presentation: A New Look to Leadershipsamililja
Presentation slides from XP2024 conference, Bolzano IT. The slides describe a new view to leadership and combines it with anthro-complexity (aka cynefin).
This presentation by Yong Lim, Professor of Economic Law at Seoul National University School of Law, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Thibault Schrepel, Associate Professor of Law at Vrije Universiteit Amsterdam University, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
This presentation by Professor Giuseppe Colangelo, Jean Monnet Professor of European Innovation Policy, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
Suzanne Lagerweij - Influence Without Power - Why Empathy is Your Best Friend...Suzanne Lagerweij
This is a workshop about communication and collaboration. We will experience how we can analyze the reasons for resistance to change (exercise 1) and practice how to improve our conversation style and be more in control and effective in the way we communicate (exercise 2).
This session will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
Abstract:
Let’s talk about powerful conversations! We all know how to lead a constructive conversation, right? Then why is it so difficult to have those conversations with people at work, especially those in powerful positions that show resistance to change?
Learning to control and direct conversations takes understanding and practice.
We can combine our innate empathy with our analytical skills to gain a deeper understanding of complex situations at work. Join this session to learn how to prepare for difficult conversations and how to improve our agile conversations in order to be more influential without power. We will use Dave Gray’s Empathy Mapping, Argyris’ Ladder of Inference and The Four Rs from Agile Conversations (Squirrel and Fredrick).
In the session you will experience how preparing and reflecting on your conversation can help you be more influential at work. You will learn how to communicate more effectively with the people needed to achieve positive change. You will leave with a self-revised version of a difficult conversation and a practical model to use when you get back to work.
Come learn more on how to become a real influencer!
This presentation by OECD, OECD Secretariat, was made during the discussion “Competition and Regulation in Professions and Occupations” held at the 77th meeting of the OECD Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found at oe.cd/crps.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “The Intersection between Competition and Data Privacy” held at the 143rd meeting of the OECD Competition Committee on 13 June 2024. More papers and presentations on the topic can be found at oe.cd/ibcdp.
This presentation was uploaded with the author’s consent.
This presentation by OECD, OECD Secretariat, was made during the discussion “Artificial Intelligence, Data and Competition” held at the 143rd meeting of the OECD Competition Committee on 12 June 2024. More papers and presentations on the topic can be found at oe.cd/aicomp.
This presentation was uploaded with the author’s consent.
Why Psychological Safety Matters for Software Teams - ACE 2024 - Ben Linders.pdfBen Linders
Psychological safety in teams is important; team members must feel safe and able to communicate and collaborate effectively to deliver value. It’s also necessary to build long-lasting teams since things will happen and relationships will be strained.
But, how safe is a team? How can we determine if there are any factors that make the team unsafe or have an impact on the team’s culture?
In this mini-workshop, we’ll play games for psychological safety and team culture utilizing a deck of coaching cards, The Psychological Safety Cards. We will learn how to use gamification to gain a better understanding of what’s going on in teams. Individuals share what they have learned from working in teams, what has impacted the team’s safety and culture, and what has led to positive change.
Different game formats will be played in groups in parallel. Examples are an ice-breaker to get people talking about psychological safety, a constellation where people take positions about aspects of psychological safety in their team or organization, and collaborative card games where people work together to create an environment that fosters psychological safety.
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What problems are being solved?
Cash security
$100m per year
Theft isn’t a big problem yet, but…
A robbery at distribution is worth a year’s household income
Some groups save $10k+
(Less critically) bookkeeping isn’t easy
Donor dependence inhibits scale
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What about bank linkage?
We looked at it, but…
The business case for bank linkage isn’t yet clear
Do telcos want lumpy payins?
Do agents want to support cash distributions?
We are already looking at mobile money
Reduce household financial services expense
Host services (SaaS) for cashless enterprises
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How will it work…?
Pay to/from group from m-wallet of choice
Pay in and request loans between meetings
Meet fortnightly to review statements and approve loans
Platform will inform, but not decide
All decisions will require randomized approvals
Approval window times out quickly
Keeping it a group…
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Likely challenges – the big ones
Why meet?
Platform is almost too capable…
Why limit the group size?
Why limit the variation in savings?
Why not use an algorithm to suggest big internal loans?
Why distribute each year?
De-centralization has always been our biggest virtue
Privacy?
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Commercial prospects
We hope user fees and float margin will sustain platform offering to
experienced DSGs
Could we raise other revenue for expansion without donor funds?
Customer acquisition for DFS of value to telcos (in exclusive mode)
Facilitate value added services
Limited group overdraft
Individual loans in parallel
Insurance
Non financial services?
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Likely challenges – the not so big ones
SMS and USSD are clunky
Low literacy and tech savvy
Payouts subject to encashment fees (weak digital ecosystem)
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Mobile data platform
Animations embedded in an Android app
Master trainers will train from a tablet
Trainers will get the animations in a
smartphone app
Smartphone app will be used to post
new groups to a new data platform
Groups will update their membership
details