The document summarizes an upcoming conference on innovation models in digital banking and financial services. The conference will explore how to establish effective innovation processes within financial institutions to develop new digital products and services in a strategic and agile manner. Senior executives from various banks will present case studies on their approaches to digital innovation and share best practices around topics such as leveraging data insights, adopting design thinking, engaging employees through social media, and structuring digital wallet strategies. Attendees will learn how to balance creativity and process in innovation, diversify initiatives based on strategic priorities, and deliver a consistent stream of new products to market.
2nd Annual I-Biz Forum 2014 Intelligence for BusinessSuki Fuller
This document summarizes an intelligence conference focused on gaining competitive advantages through data analysis and insights. The conference features presentations from industry leaders on topics such as utilizing big data and social media to improve customer experiences and gain market insights, leveraging online communities for e-business intelligence, and connecting competitive intelligence to strategic decision making. It also includes panels on extracting value from customer data and competing with intelligence in China. The conference concludes with an intensive workshop on driving business decisions through world-class data analysis.
Digital transformation: A seminar for senior managementMichael Cairns
This presentation represents a full day workshop for senior executives designed to help define and execute digital transformation programs within their businesses.
Email if you want a downloaded copy. michael.cairns @ outlook.com
UX Enablement: Getting your team and your organization to practice user-cente...matthewjdoty
As a conscientious web professional, you KNOW that a user-centered approach is the best way to go, but you keep running into roadblocks. Whether it’s organizational resistance or a simple lack of knowing where to start, you, your team, and your organization need help.
Get Going with User Experience Enablement (UX-E)! UX-E is a flexible framework for providing UX-focused training, process improvement, and expert coaching. From practicing the basics of UX to having strategic conversations, UX-E is your soup-to-nuts solution for getting your team and your organization to practice user-centered design.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
An Evolving Career in Innovation Management Steven Palmer
Over the last decade, businesses within the United States have seen an incredible surge in the demand for Innovative capabilities. But how do you develop the skills necessary to drive new ideas? We exam that question through the lens of the Project Manager in a speech originally presented at PMI Honolulu.
Pending actualization of the Internet of Things, organizations must embrace the digital world if they are to survive and, preferably, thrive. Irrespective of the sector an organization is in, digitization enables fundamentally different ways for it to think about its clients, audiences, and partners, and to engage with them.
This document discusses stakeholder engagement in projects. It begins by listing common stakeholders in aquaculture projects. It then addresses several myths about stakeholder management, including that projects don't always need it and that more communication is always better. It argues that stakeholder engagement requires participation, responsiveness and a willingness to listen. It distinguishes between role-based and agenda-based stakeholders. It also discusses how meaningful stakeholder engagement in the MyCiTi bus project in Cape Town involved consultation, understanding impacts, and stakeholder-led solutions. Overall, the document advocates for sensitive stakeholder engagement in projects.
2nd Annual I-Biz Forum 2014 Intelligence for BusinessSuki Fuller
This document summarizes an intelligence conference focused on gaining competitive advantages through data analysis and insights. The conference features presentations from industry leaders on topics such as utilizing big data and social media to improve customer experiences and gain market insights, leveraging online communities for e-business intelligence, and connecting competitive intelligence to strategic decision making. It also includes panels on extracting value from customer data and competing with intelligence in China. The conference concludes with an intensive workshop on driving business decisions through world-class data analysis.
Digital transformation: A seminar for senior managementMichael Cairns
This presentation represents a full day workshop for senior executives designed to help define and execute digital transformation programs within their businesses.
Email if you want a downloaded copy. michael.cairns @ outlook.com
UX Enablement: Getting your team and your organization to practice user-cente...matthewjdoty
As a conscientious web professional, you KNOW that a user-centered approach is the best way to go, but you keep running into roadblocks. Whether it’s organizational resistance or a simple lack of knowing where to start, you, your team, and your organization need help.
Get Going with User Experience Enablement (UX-E)! UX-E is a flexible framework for providing UX-focused training, process improvement, and expert coaching. From practicing the basics of UX to having strategic conversations, UX-E is your soup-to-nuts solution for getting your team and your organization to practice user-centered design.
UNDP Presentation: How to Develop a Successful KM StrategyJohannes Schunter
This is a generic presentation outlining rationale, success factors and 9 practical steps for developing a corporate knowledge management strategy, based on the example of the United Nations Development Programme.
An Evolving Career in Innovation Management Steven Palmer
Over the last decade, businesses within the United States have seen an incredible surge in the demand for Innovative capabilities. But how do you develop the skills necessary to drive new ideas? We exam that question through the lens of the Project Manager in a speech originally presented at PMI Honolulu.
Pending actualization of the Internet of Things, organizations must embrace the digital world if they are to survive and, preferably, thrive. Irrespective of the sector an organization is in, digitization enables fundamentally different ways for it to think about its clients, audiences, and partners, and to engage with them.
This document discusses stakeholder engagement in projects. It begins by listing common stakeholders in aquaculture projects. It then addresses several myths about stakeholder management, including that projects don't always need it and that more communication is always better. It argues that stakeholder engagement requires participation, responsiveness and a willingness to listen. It distinguishes between role-based and agenda-based stakeholders. It also discusses how meaningful stakeholder engagement in the MyCiTi bus project in Cape Town involved consultation, understanding impacts, and stakeholder-led solutions. Overall, the document advocates for sensitive stakeholder engagement in projects.
The document provides an overview of a social media strategy and framework. It discusses key drivers and benefits of a social media strategy, including customer engagement, branding, cost reduction, and impacting enterprise-wide processes. It outlines a transformation framework with perspectives on growth, financials, customers, internal processes, and learning and growth. Finally, it provides examples of social media use cases across marketing, sales, customer experience, service, and support functions.
The document summarizes a presentation about measuring the value of a knowledge management strategy at Deloitte Consulting. It discusses Deloitte's business challenges, approach to knowledge management focusing on content, culture and connectivity, and how it determines and measures value in its KM strategy, including identifying stakeholders, articulating benefits, and understanding value through a knowledge value continuum.
Intro of doctoral research abac dec19,2010hawaiiscott
The document discusses a study on corporate social responsibility (CSR) initiatives along the hotel supply chain in Thailand. It provides background on Pinnacle Resorts, which has 5 properties in Thailand and is involved in several CSR programs, including a youth leadership development foundation. It notes that international hotel guests at Pinnacle Resorts properties are automatically charged 1 Euro per visit, which goes to the foundation, and over half ask to have the charge removed. The document then discusses measuring the impact of CSR on areas like brand, loyalty, employee recruitment and satisfaction based on prior studies and statistics. It outlines the research methodology which will examine CSR initiatives along the supply chain through supplier focus groups, customer surveys, and manager interviews between 2009-2012.
Michigan Marketing Minds - September 9, 2014 - Expressing Thought Leadership:...AnnArborSPARK
This document summarizes a presentation about content marketing strategies. It discusses Atomic Object's use of content marketing to build its brand and attract clients and employees. Atomic Object publishes a company blog called Atomic Spin with various types of content related to software development. The blog aims to provide useful information even to non-clients. Managing the blog requires substantial time from employees for content creation, editing, promotion and more. However, the blog has helped Atomic Object attract prospective clients and employees and has received recognition from peers.
Modern Marketing Model (M3) - 1 year onEconsultancy
A 12-month timeline of Econsultancy's Modern Marketing Model (M3) which fuses digital and classic marketing into one future-facing framework. M3 informs marketing’s remit, the required competencies and organisational design to define marketing in the digital age
Edtech 2017 Market Overview, Publishers Forum BerlinMichael Cairns
Michael Cairns is a publishing and media executive who established Information Media Partners in 2006 to provide strategy consulting services focused on information and education publishing. The document discusses trends in the edtech market including increasing investment in recent years that has started to slow down. It outlines key product segments in edtech and thoughts on trends impacting the industry like the battle for attention in online content, shifting access models towards subscriptions, platform wars between companies like Apple and Android, and new technologies like virtual and augmented reality.
The document discusses Nestle's approach to digital transformation globally and locally. It notes the challenges of balancing global expertise with local market needs. Specifically, it outlines Nestle's goal of becoming a fast moving consumer goods leader in leveraging digital and social media to build brands and delight consumers globally. It also provides examples of how Nestle can achieve this through initiatives like improved search optimization, dedicated ecommerce teams, using social listening tools, and better marketing mix modeling.
This is a digital strategy brand hands-on tutorial/workshop I never ended up using. Made in 2006 for OMG.tv. I think it's a pretty good place to start when looking for an online strategy/social media play.
How Customer Intelligence Will Future Proof Your Event PortfolioBear Analytics
Virtual events provide event organizers with valuable customer data that can be used to future-proof their event portfolios. Collecting the right data at registration and through various engagement metrics allows organizers to understand attendee demographics, interests, and behaviors. This customer intelligence enables organizers to personalize messaging, showcase program impact to sponsors, and identify new markets. While virtual events are disruptive, those who leverage customer data to their advantage can differentiate their offerings and position themselves for success.
The average enterprise-class company owns 178 social accounts, while 13 departments — including marketing, human resources, field sales, and legal — are actively engaged in social media. Yet social data are still largely isolated from business-critical enterprise data collected from Customer Relationship Management (CRM), Business Intelligence (BI), market research, and other sources. In this report, industry analyst Susan Etlinger demonstrates how leading organizations are deriving actionable intelligence from a holistic view of social and enterprise data, the challenges and opportunities in doing so, and the criteria required to achieve social intelligence maturity.
For successful innovation its important to first identify opportunities to innovate. If that's not done properly, whatever efforts one might put will not yield any results. The presentation gives insight into how to find innovation opportunities at customer interface and across the value chain.
Connect : prashantj@bmgindia.com in case you want this presentation
Google Book Settlement: Symposium at New York Law SchoolMichael Cairns
Summary presentation at NY law school symposium on the copyright implications of Google’s library project. Contributed to a discussion about the potential size of the ‘orphan’ issue based on an analysis conducted in 2008. A link to this report is located on the last page of this deck.
The document discusses various perspectives and frameworks for measuring the performance and impact of knowledge management (KM) initiatives in organizations. It provides examples of different types of KM performance indicators, including:
- Financial measures, intellectual capital measures, and identification of tangible and intangible benefits.
- Metrics related to the knowledge base, costs of KM interventions, knowledge transfer and usage, and effects on business results.
- Specific metrics for system quality, knowledge quality, knowledge sharing and reuse, knowledge transfer outcomes, and costs.
The document advocates for using a balanced set of leading and lagging indicators to evaluate KM programs from different levels of the organization and over time.
This presentation was originally delivered at DGI's Government KM Conference in Washington DC on August 20th, 2014. It briefly discusses knowledge management metrics, return on investment, and business value. Also included is a simple visual of EK's Knowledge and Information Management (KIM) Maturity Curve.
This will be presented at the Optimizely's San Francisco User Group session on Oct 4th. As with any program, an A/B Testing Practice also follows a specific maturity curve. Since it is much more complex and spans across various domains and business units, it begins with a "Sell" phase focused on getting buy-in from various stakeholders but with a specific focus on Engineering & QA, followed by "Scale" phase with focus on building team, efficiency and program and then on to "Expand" phase focused on wider scope/complex tests and strengthen the platform, over to the "Deepen" phase where the focus is to ingrain testing within the company's DNA, i.e., within the backend/algorithms, cross pollinate learning and testing across various business units. The final phase is the "Sustain" phase where Algorithmic Test Management takes over Testing, and Testing is productized as a Value Add service for monetization and brand captial creation. We will walk the audience through our own journey so far along the maturity curve, the lessons learnt along the way, the challenges and what worked for us. The session will be rounded up with a working session with the audience on their own journey, lessons and advice for others.
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
Presented at the DCD Mexico 2017. The digital era is characterized by the omnipresence of data and analytics across the value proposition of the organization from being a core offering to an add-on or as a competitive advantage or the optimization support. This has led to an Analytics that is a living & breathing organism, something that grows and changes with time - in the role it plays for the various stakeholders (which changes itself), the forms of delivery, the ownership and finally the size of impact. The "Analytics Maturity Curve" provides a guiding vision and framework for the Analytics programs across the industry. The presentation will focus on the evolution of "Analytics Maturity Curve" itself with time, the need for it, the challenges and finally the lessons learnt during the transition from one phase to another. The success criteria for this presentation is that the audience leaves with a perspective on what differentiates the programs that successfully made the transition and have a best practice checklist to refer to in their own journey.
The document summarizes a presentation about maximizing ROI through effective user adoption of social computing and collaboration technologies. It defines social computing, discusses common business challenges, and emphasizes the need to think economically about technology investments by focusing on context, closeness between IT and users, convenience, and convergence. It also provides a case study of a chemicals company that was spending millions on different technology platforms without connecting people or information effectively. The presentation recommends developing an information management strategy and IT service to centralize information, streamline processes, consolidate platforms, and reduce costs while improving user adoption.
This document discusses how organizations can leverage collective intelligence, which is defined as the aggregated knowledge, insights, and expertise of individuals both inside and outside the organization. It provides three key findings on successful collective intelligence efforts: 1) addressing sources of resistance such as operational challenges and perceived loss of control, 2) integrating collective intelligence into the work environment both technologically and culturally, and 3) acting on insights discovered and communicating value to stakeholders. The document also discusses four approaches organizations can use to apply collective intelligence: discovering new ideas, augmenting skills and distributing work, improving forecasting, and identifying new opportunities. It provides examples of how companies such as The Economist, Coach, Citi, El Paso Exploration & Production, and IBM
Digital Innovation in Financial ServicesNick Baker
An overview of key FINTECH and INSURTECH developments in UK Financial Services. Examines banking, insurance, Blockchain, mobile, how much money is being invested in FINTECH
The document provides an overview of a social media strategy and framework. It discusses key drivers and benefits of a social media strategy, including customer engagement, branding, cost reduction, and impacting enterprise-wide processes. It outlines a transformation framework with perspectives on growth, financials, customers, internal processes, and learning and growth. Finally, it provides examples of social media use cases across marketing, sales, customer experience, service, and support functions.
The document summarizes a presentation about measuring the value of a knowledge management strategy at Deloitte Consulting. It discusses Deloitte's business challenges, approach to knowledge management focusing on content, culture and connectivity, and how it determines and measures value in its KM strategy, including identifying stakeholders, articulating benefits, and understanding value through a knowledge value continuum.
Intro of doctoral research abac dec19,2010hawaiiscott
The document discusses a study on corporate social responsibility (CSR) initiatives along the hotel supply chain in Thailand. It provides background on Pinnacle Resorts, which has 5 properties in Thailand and is involved in several CSR programs, including a youth leadership development foundation. It notes that international hotel guests at Pinnacle Resorts properties are automatically charged 1 Euro per visit, which goes to the foundation, and over half ask to have the charge removed. The document then discusses measuring the impact of CSR on areas like brand, loyalty, employee recruitment and satisfaction based on prior studies and statistics. It outlines the research methodology which will examine CSR initiatives along the supply chain through supplier focus groups, customer surveys, and manager interviews between 2009-2012.
Michigan Marketing Minds - September 9, 2014 - Expressing Thought Leadership:...AnnArborSPARK
This document summarizes a presentation about content marketing strategies. It discusses Atomic Object's use of content marketing to build its brand and attract clients and employees. Atomic Object publishes a company blog called Atomic Spin with various types of content related to software development. The blog aims to provide useful information even to non-clients. Managing the blog requires substantial time from employees for content creation, editing, promotion and more. However, the blog has helped Atomic Object attract prospective clients and employees and has received recognition from peers.
Modern Marketing Model (M3) - 1 year onEconsultancy
A 12-month timeline of Econsultancy's Modern Marketing Model (M3) which fuses digital and classic marketing into one future-facing framework. M3 informs marketing’s remit, the required competencies and organisational design to define marketing in the digital age
Edtech 2017 Market Overview, Publishers Forum BerlinMichael Cairns
Michael Cairns is a publishing and media executive who established Information Media Partners in 2006 to provide strategy consulting services focused on information and education publishing. The document discusses trends in the edtech market including increasing investment in recent years that has started to slow down. It outlines key product segments in edtech and thoughts on trends impacting the industry like the battle for attention in online content, shifting access models towards subscriptions, platform wars between companies like Apple and Android, and new technologies like virtual and augmented reality.
The document discusses Nestle's approach to digital transformation globally and locally. It notes the challenges of balancing global expertise with local market needs. Specifically, it outlines Nestle's goal of becoming a fast moving consumer goods leader in leveraging digital and social media to build brands and delight consumers globally. It also provides examples of how Nestle can achieve this through initiatives like improved search optimization, dedicated ecommerce teams, using social listening tools, and better marketing mix modeling.
This is a digital strategy brand hands-on tutorial/workshop I never ended up using. Made in 2006 for OMG.tv. I think it's a pretty good place to start when looking for an online strategy/social media play.
How Customer Intelligence Will Future Proof Your Event PortfolioBear Analytics
Virtual events provide event organizers with valuable customer data that can be used to future-proof their event portfolios. Collecting the right data at registration and through various engagement metrics allows organizers to understand attendee demographics, interests, and behaviors. This customer intelligence enables organizers to personalize messaging, showcase program impact to sponsors, and identify new markets. While virtual events are disruptive, those who leverage customer data to their advantage can differentiate their offerings and position themselves for success.
The average enterprise-class company owns 178 social accounts, while 13 departments — including marketing, human resources, field sales, and legal — are actively engaged in social media. Yet social data are still largely isolated from business-critical enterprise data collected from Customer Relationship Management (CRM), Business Intelligence (BI), market research, and other sources. In this report, industry analyst Susan Etlinger demonstrates how leading organizations are deriving actionable intelligence from a holistic view of social and enterprise data, the challenges and opportunities in doing so, and the criteria required to achieve social intelligence maturity.
For successful innovation its important to first identify opportunities to innovate. If that's not done properly, whatever efforts one might put will not yield any results. The presentation gives insight into how to find innovation opportunities at customer interface and across the value chain.
Connect : prashantj@bmgindia.com in case you want this presentation
Google Book Settlement: Symposium at New York Law SchoolMichael Cairns
Summary presentation at NY law school symposium on the copyright implications of Google’s library project. Contributed to a discussion about the potential size of the ‘orphan’ issue based on an analysis conducted in 2008. A link to this report is located on the last page of this deck.
The document discusses various perspectives and frameworks for measuring the performance and impact of knowledge management (KM) initiatives in organizations. It provides examples of different types of KM performance indicators, including:
- Financial measures, intellectual capital measures, and identification of tangible and intangible benefits.
- Metrics related to the knowledge base, costs of KM interventions, knowledge transfer and usage, and effects on business results.
- Specific metrics for system quality, knowledge quality, knowledge sharing and reuse, knowledge transfer outcomes, and costs.
The document advocates for using a balanced set of leading and lagging indicators to evaluate KM programs from different levels of the organization and over time.
This presentation was originally delivered at DGI's Government KM Conference in Washington DC on August 20th, 2014. It briefly discusses knowledge management metrics, return on investment, and business value. Also included is a simple visual of EK's Knowledge and Information Management (KIM) Maturity Curve.
This will be presented at the Optimizely's San Francisco User Group session on Oct 4th. As with any program, an A/B Testing Practice also follows a specific maturity curve. Since it is much more complex and spans across various domains and business units, it begins with a "Sell" phase focused on getting buy-in from various stakeholders but with a specific focus on Engineering & QA, followed by "Scale" phase with focus on building team, efficiency and program and then on to "Expand" phase focused on wider scope/complex tests and strengthen the platform, over to the "Deepen" phase where the focus is to ingrain testing within the company's DNA, i.e., within the backend/algorithms, cross pollinate learning and testing across various business units. The final phase is the "Sustain" phase where Algorithmic Test Management takes over Testing, and Testing is productized as a Value Add service for monetization and brand captial creation. We will walk the audience through our own journey so far along the maturity curve, the lessons learnt along the way, the challenges and what worked for us. The session will be rounded up with a working session with the audience on their own journey, lessons and advice for others.
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
Presented at the DCD Mexico 2017. The digital era is characterized by the omnipresence of data and analytics across the value proposition of the organization from being a core offering to an add-on or as a competitive advantage or the optimization support. This has led to an Analytics that is a living & breathing organism, something that grows and changes with time - in the role it plays for the various stakeholders (which changes itself), the forms of delivery, the ownership and finally the size of impact. The "Analytics Maturity Curve" provides a guiding vision and framework for the Analytics programs across the industry. The presentation will focus on the evolution of "Analytics Maturity Curve" itself with time, the need for it, the challenges and finally the lessons learnt during the transition from one phase to another. The success criteria for this presentation is that the audience leaves with a perspective on what differentiates the programs that successfully made the transition and have a best practice checklist to refer to in their own journey.
The document summarizes a presentation about maximizing ROI through effective user adoption of social computing and collaboration technologies. It defines social computing, discusses common business challenges, and emphasizes the need to think economically about technology investments by focusing on context, closeness between IT and users, convenience, and convergence. It also provides a case study of a chemicals company that was spending millions on different technology platforms without connecting people or information effectively. The presentation recommends developing an information management strategy and IT service to centralize information, streamline processes, consolidate platforms, and reduce costs while improving user adoption.
This document discusses how organizations can leverage collective intelligence, which is defined as the aggregated knowledge, insights, and expertise of individuals both inside and outside the organization. It provides three key findings on successful collective intelligence efforts: 1) addressing sources of resistance such as operational challenges and perceived loss of control, 2) integrating collective intelligence into the work environment both technologically and culturally, and 3) acting on insights discovered and communicating value to stakeholders. The document also discusses four approaches organizations can use to apply collective intelligence: discovering new ideas, augmenting skills and distributing work, improving forecasting, and identifying new opportunities. It provides examples of how companies such as The Economist, Coach, Citi, El Paso Exploration & Production, and IBM
Digital Innovation in Financial ServicesNick Baker
An overview of key FINTECH and INSURTECH developments in UK Financial Services. Examines banking, insurance, Blockchain, mobile, how much money is being invested in FINTECH
Meetup docker using software defined networksOCTO Technology
Docker networking by default isolates containers but allows communication through exposed ports or linking. Software defined networking (SDN) provides alternatives to group related containers across multiple hosts. SDNs use tunnels between hosts and bridges within each host to isolate tenant networks without VLAN limits. Containers connect to bridges using pipework while avoiding Docker's default bridge isolation. This allows resilient, multi-tenant container networks spanning multiple hosts.
LDD Southern Summit 2013 - Santander - An insight on digital innovation in ba...Adido
This document discusses digital innovation in banking driven by the speed of technological change and adoption of mobile devices. It notes that mobile technology is converging various services and that payments initiated via mobile will soon outnumber those using plastic cards. The challenges for banks are providing seamless multi-channel customer experiences across branches, telephone, online, mobile and social media. Opportunities exist in proximity-based services, understanding customer value and building connections through relevant personalized experiences and fast services. The growing influence of mobile will see its use surpass online banking for day-to-day activities. This points banks towards focusing on digital banking, media monitoring and payments innovations using mobile wallets, NFC and faster payment methods.
This document describes using efficient global optimization applied to wind tunnel experiments to optimize flow control by plasma actuators. The optimization method uses a Kriging surrogate model and genetic algorithm to select additional sampling locations for wind tunnel runs to improve the model. Over 20 runs, it identified design variables that minimized drag for different plasma actuator configurations. Design A achieved the lowest drag by reducing flow separation with high duty cycle and modulation frequency settings. Design B also reduced drag with lower electrical energy requirements. The automated optimization successfully integrated wind tunnel experiments to efficiently optimize plasma actuator control parameters.
Petit déjeuner OCTO Technology - Nouvelles Architectures Web Front-End et APIsOCTO Technology
Depuis deux ans, une nouvelle vague technologique submerge le paysage des applications Web : les architectures MV* côté client.
L’écosystème Web, enfin mature, offre l’opportunité d’avoir des interfaces riches et une meilleure expérience utilisateur grâce à la génération des écrans et la gestion des interactions côté client. En ne gérant plus l’affichage mais uniquement l’envoi des données brutes, le serveur se concentre sur des APIs métier mutualisables avec des applications mobiles notamment.
Venez découvrir au travers d’un retour d’expérience commun entre OCTO et ING Direct, acteur majeur de la banque en ligne en France, la réalisation d’une des toutes premières WebApp mobile multi-plateformes dans le milieu bancaire reposant sur ces nouvelles architectures Web.
Compte-rendu du petit-déjeuner : http://bit.ly/1g2nEnU
Santander is a leading global bank that originated in Spain in 1857. It has over 102 million customers and more than 14,000 branches worldwide, making it the largest international bank by number of branches. Santander first entered the US market in the 1960s and has expanded over the decades through key acquisitions like Sovereign Bank in 2009. Today, Santander operates various banking businesses across the US and continues growing its presence in the country.
El documento presenta la estrategia del Grupo Santander para los próximos años. Santander busca ser el mejor banco comercial, ganándose la confianza de sus empleados, clientes, accionistas y la sociedad. Para lograrlo, se enfocará en mejorar la excelencia operativa, ganar lealtad de clientes particulares y empresas, fortalecer su capital y gestión de riesgos, y aumentar su rentabilidad de manera sostenible. Sus objetivos incluyen mejorar la satisfacción de clientes, aumentar clientes digitales y vinculados,
LinkedIn started as a contact network but switched to becoming a hiring service. However, it does not lead in hiring, networking, or media. After Microsoft acquired LinkedIn for $26 billion in 2016, LinkedIn faced issues with conflicts of interest, easy headhunting of employees, and damage to businesses from competitors advertising. The document proposes that LinkedIn transition to becoming a global connected database across HR, networking, media, and other areas rather than just a single website.
The document discusses the future of banking and finance in 2030, 2060, and 2100. By 2030, banks will have transitioned to digital platforms and will dominate the digital economy using fintech. By 2060, banks will provide capital through cloud-based funding and will control all production and sales. By 2100, banks will define people's life scripts and control all aspects of people's lives, effectively becoming the new government in a cashless, decentralized world.
Overview of industry trends and insights of Fortune 500 companies and startups' activities in the FinTech space. We cover banking tech (security, crm, analytics), payments (pos, money transfer, commerce), cyber currency (blockchain, bitcoin, wallets, cryptocurrency exchanges), business finance (lending, crowdfunding), personal finance (lending, wealth management, mortgage, credit), and alternative cores (banking, insurance).
2nd Annual Design Thinking for Banking and Financial ServicesNicholas Baker
Join leading design thinking experts in banking & finance as they discuss strategies and methodologies on how to create a consumer-centered experience and transform consumer insights into breakthrough products and services.
The document discusses innovation process management (IPM) in healthcare. IPM uses tools and workflows to help healthcare institutions rationalize, coordinate, and focus innovative thinking and efforts. It enables ideas to thrive and technologies to come to market by examining how knowledge and ideas can be converted into improved products, processes, or services. The IPM solution addresses the end-to-end innovation management process through stages including strategize, capture, formulate, evaluate, define, and select. This helps healthcare organizations foster a culture of innovation and manage the process in an objective, strategic manner.
Kienbaum Management Consultants provides a holistic model for building innovation excellence within organizations. The model includes 10 elements: innovation strategy, processes, tools/methodologies, leadership, management/communication systems, cooperation/collaboration, training/development, performance management, readiness assessment, and workshops. It advocates a flexible, integrated approach connecting people and ensuring organizations are prepared for innovation. The summary highlights Kienbaum's experience supporting strategic transformations to implement sustainable innovation practices.
The Past, Present, and Future of Co-CreationChaordix
In this webinar, we explored what Co-Creation is, and how it differs from crowdsourcing and open innovation. We reviewed examples of customer participation from the past and present, like the LEGO Ideas community, and discussed how innovation experts, CX professionals, marketers, & insights specialists can use the power of customer Co-Creation to uncover consumer insights, create content, and bring new products to market.
Changing faces of direct marketing e briks infotechebriksinfotech
The document discusses integrated marketing and how using multiple marketing channels together can drive better results than individual channels alone. It provides an overview of key social media channels like Facebook, Twitter, LinkedIn, and blogs. It also discusses other digital channels like email, mobile, and QR codes. The document advocates developing campaigns that leverage different channels in an integrated way to increase efficiency, flexibility, visibility, and customer loyalty. It provides an example campaign using paid search, content marketing, social media, and radio/TV to promote a light bulb offer.
Changing faces of direct marketing e briks infotechebriksinfotech
The document discusses integrated marketing and how using multiple marketing channels together can drive better results than individual channels alone. It provides an overview of key social media channels like Facebook, Twitter, LinkedIn, and blogs. It also discusses other digital channels like email, mobile, and QR codes. The document advocates developing campaigns that leverage different channels in an integrated way to increase efficiency, flexibility, visibility, and customer loyalty. It provides an example campaign using paid search, content marketing, social media, and radio/TV to promote a light bulb offer.
Oracle - How to take control of Product and Service Innovation guide.PDFFrancois Thierart
This document discusses best practices for structured product innovation management. It notes that while innovation is critical for growth, many companies struggle with ineffective processes that result in poor returns on innovation investments. It recommends that companies implement a connected, data-centric approach with digital tools to manage the entire innovation pipeline from idea generation through development and commercialization. This will allow companies to systematically capture and select the right ideas, build business cases, and create a balanced portfolio aligned with strategy. The document outlines five key steps top innovators take including managing ideas from diverse sources, developing requirements, managing concepts and resources, creating investment proposals, and optimizing the portfolio.
Marcia Tal’s latest video presentation – Omnichannel Banking: Embedding Banking in Consumers’ Daily Lives – explains why and how the future of retail banking lies in the Omnichannel customer experience.
Delivering content with the focus on the best customer experience possible can be challenging in organizations, large and small, but perseverance and diligence can overcome the challenges of conflicting goals, changing strategies, and evolving technologies. We talk about our experiences in working towards a top notch customer experience and how we overcame challenges to move the ball forward.
A Digital Enterprise is one that leverages customer, contextual and enterprise data and use new-age technologies to drive exponential business impact. To facilitate digital transformation, enterprises are increasingly setting up Digital Labs/Hubs in geographies with rich product capabilities, such as the Bay Area (US) and Bangalore (India).
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
Will your firm thrive or just survive? Anticipation - The critical competency...Tom Hood, CPA,CITP,CGMA
Today, the world of professional education, and accordingly the accounting profession, is migrating toward a competencies-based learning approach. But what are the most critical competencies for practitioners and firms to thrive in today’s ever changing, fast paced business environment?
Research from the Business Learning Institute identified the Top 5 Competencies for CPAs, accounting and financial professionals as:
1. Strategic & Critical Thinking
2. Communication
3. Anticipating and serving evolving needs
4. Inspiring and motivating others
5. Collaboration and mobilizing consensus
In addition, research from CPA.COM shows that only 8% of CPAs are future ready. Future Ready is the Is the capacity to be ANTICIPATORY (aware, predictive and adaptive) of emerging technology and trends in business, demographics, and the social environment impacting your organization and industry.
Together this group of skills and competencies have been researched with a leading global futurist who has put together an innovative learning system, the Anticipatory Organization: Accounting and Finance Edition which is being used to transform firm cultures to build and enhance proactive business advisor skills.
Most of us wish we had the power to predict future trends, and would benefit by learning tactics to do so. Daniel Burrus is one of the world’s leading technology forecasters and innovation experts and the featured keynoter speaker at this year’s DCPA16. He is globally recognized for his exceptional 30+ year record of accurately predicting how technological, social, and business forces converge to create untapped opportunities.
Joey Havens, Executive Partner at Horne, LLP (A top 50 CPA Firm) discusses how he has used the Anticipatory Organization as a foundational learning system throughout his firm. He is requiring his whole firm of 400+ professionals to take this and running collaboration sessions by practice areas to create group learning and a shared language around anticipatory thinking that is being applied inside the firm and outside with clients.
This presentation is from the July 20th, 2016 webcast by CPA.COM. CPA.com President and CEO, Erik Asgeirsson as he discusses the critical Anticipatory competency with Daniel Burrus, HORNE LLP executive partner Joey Havens and the CEO of the Maryland Association of CPAs and the Business Learning Institute, Tom Hood.
For more information http://www.blionline.org/ao
You will learn:
Why anticipation is the critical competency for today's accounting and finance professionals
The difference between hard trends and soft trends
Why it is important to identify trend types
Use cases of how these skills are being used in the profession
How this learning system can be used as a foundational skill set to help CPAs and accounting professionals be more proactive business advisors.
Social networks and social media analysis in the context of the enterpriseRamez Al-Fayez
Social networks and social media have become important tools for enterprises to interact with employees and customers. Enterprises should build internal social networks to facilitate collaboration between employees. They should also focus on external social networks where customers engage in order to understand them better and market products. Analyzing social media can provide insights into customer behavior, market trends, and hiring opportunities. Setting up an enterprise social network requires defining goals, policies, and measuring success through key performance indicators. It is important to understand business benefits and provide training and support for adoption.
Zinnov examines the growing trend of enterprises setting up digital labs to drive the next leg of their digital journey. Geographies with rich product development capabilities and a talent pool with key skills are emerging as hot spots for the establishment of innovative digital labs
Data Driven Culture with Slalom's Director of AnalyticsPromotable
Everyone wants to capture the benefits of big data by making better data driven decision. We are inundated by analytical tools that deliver "insights" and process information quickly.
Although often overlooked, creating a data driven culture is as important as finding the right tools to make data driven decisions. Organizations who skip this foundational element often find their investment in Data tools and personal don't yield the benefits that becoming Data Driven is supposed to unlock.
In this talk you'll learn about why creating a Data Driven culture is vital to every organization and the starting point for ensuring your data strategy generates strong impact and ROI.
Takeaways:
What is a data driven culture? Where does it start?
What happens when you implement tools (tableau, power BI, Machine Learning, etc) without first having a data driven culture
Stages of a Data Driven Culture?
How to get started?
Your Instructor: Kevin Chapin is the Practice Director for Data and Analytics at Slalom Consulting.
To see the full talk, click here: https://www.youtube.com/watch?v=7xNLgiK31Is
Innovating digital, 2019 and beyond - CIM West Yorkshire from Dave ChaffeyDave Chaffey
My presentation for the Chartered Institute of Marketing in Leeds updated to cover Smart Insights RACE planning framework for an April 2019 talk for West Yorkshire CIM members.
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Innovate Vancouver: Strategic Innovation Planning & Learning Management Fram...Innovate Vancouver
The attached presentation provides a high level overview of the strategic innovation, technology, and planning framework.
Questions can be sent to:
Travis Barker, MPA GCPM
Innovate Vancouver
Consulting@innovatevancouver.org
https://innovatevancouver.org
The conference will be driven by case study presentations that provide tested tools and methodologies for ensuring safe and efficient plant operations. Our facility siting and risk mitigation speakers will present errors and success stories of their own attempts to implement new protection systems in order to comply with developing regulations and best protect employees and the environment.
The document announces the Internal Communications Canada 2015 Conference hosted by marcus evans on July 28-29, 2015 in Toronto. The conference will provide case studies from leaders in internal communications, such as Keith Damsell of Franklin Templeton Investments Corp. and Christine De Siato of Shopper Drug Mart, on how to effectively reach a dispersed workforce through proper communication channels. Attendees will learn how to establish metrics for internal communication programs, balance communication priorities, globalize programs, and engage employees during periods of change. Past attendees include organizations such as TD Bank Group, Manulife Financial, and TELUS.
The Growth in Energy Storage Technology: Minimizing Costs and Operational Riskmarcus evans Group
Dr. Michael Kintner-Meyer, a staff scientist at Pacific Northwest National Laboratory, discusses energy storage technology and its role in the energy industry. He notes that safety is now a major focus of energy storage due to past incidents. Storage technologies have also matured over the past decade, with flow batteries becoming commercially viable and better integration of storage mediums. The opening of Tesla's patents may help drive innovation in supply chains and reduce system costs. Testing new storage technologies involves determining their best use as either an energy or power resource. Dr. Kintner-Meyer sees roles for both battery and thermal storage in providing grid flexibility to accommodate more intermittent renewable resources.
Jillian M. Robles discusses key topics for an upcoming oil and gas business continuity and emergency management conference. She explains that Devon Energy implemented an all-hazards incident command system training program as a best practice for effective and efficient incident response. Robles recommends building private-public sector relationships through joint training, and understanding roles and capabilities. She details Devon Energy's process for developing a competency-based training and exercise program based on the Homeland Security Exercise and Evaluation Program.
Tom has over 30 years of experience and recently left his role at Whirlpool in 2012. He has gone through personal hardships like losing his son. The article aims to share his career lessons and how he handles life after corporate from his many experiences meeting people. It explores his transition to consulting and new opportunities at startups. Tom emphasizes taking time for "quiet moments" of reflection to think about one's purpose and next steps rather than rushing into new roles. He encourages companies to see candidates as employees and build relationships to understand each other better. The article also discusses Tom's volunteer work with Habitat for Humanity and how it benefits both the community and employee engagement.
Confirmation of Payee (CoP) is a vital security measure adopted by financial institutions and payment service providers. Its core purpose is to confirm that the recipient’s name matches the information provided by the sender during a banking transaction, ensuring that funds are transferred to the correct payment account.
Confirmation of Payee was built to tackle the increasing numbers of APP Fraud and in the landscape of UK banking, the spectre of APP fraud looms large. In 2022, over £1.2 billion was stolen by fraudsters through authorised and unauthorised fraud, equivalent to more than £2,300 every minute. This statistic emphasises the urgent need for robust security measures like CoP. While over £1.2 billion was stolen through fraud in 2022, there was an eight per cent reduction compared to 2021 which highlights the positive outcomes obtained from the implementation of Confirmation of Payee. The number of fraud cases across the UK also decreased by four per cent to nearly three million cases during the same period; latest statistics from UK Finance.
In essence, Confirmation of Payee plays a pivotal role in digital banking, guaranteeing the flawless execution of banking transactions. It stands as a guardian against fraud and misallocation, demonstrating the commitment of financial institutions to safeguard their clients’ assets. The next time you engage in a banking transaction, remember the invaluable role of CoP in ensuring the security of your financial interests.
For more details, you can visit https://technoxander.com.
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
Every business, big or small, deals with outgoing payments. Whether it’s to suppliers for inventory, to employees for salaries, or to vendors for services rendered, keeping track of these expenses is crucial. This is where payment vouchers come in – the unsung heroes of the accounting world.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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What Lessons Can New Investors Learn from Newman Leech’s Success?Newman Leech
Newman Leech's success in the real estate industry is based on key lessons and principles, offering practical advice for new investors and serving as a blueprint for building a successful career.
“Amidst Tempered Optimism” Main economic trends in May 2024 based on the results of the New Monthly Enterprises Survey, #NRES
On 12 June 2024 the Institute for Economic Research and Policy Consulting (IER) held an online event “Economic Trends from a Business Perspective (May 2024)”.
During the event, the results of the 25-th monthly survey of business executives “Ukrainian Business during the war”, which was conducted in May 2024, were presented.
The field stage of the 25-th wave lasted from May 20 to May 31, 2024. In May, 532 companies were surveyed.
The enterprise managers compared the work results in May 2024 with April, assessed the indicators at the time of the survey (May 2024), and gave forecasts for the next two, three, or six months, depending on the question. In certain issues (where indicated), the work results were compared with the pre-war period (before February 24, 2022).
✅ More survey results in the presentation.
✅ Video presentation: https://youtu.be/4ZvsSKd1MzE
How to Identify the Best Crypto to Buy Now in 2024.pdfKezex (KZX)
To identify the best crypto to buy in 2024, analyze market trends, assess the project's fundamentals, review the development team and community, monitor adoption rates, and evaluate risk tolerance. Stay updated with news, regulatory changes, and expert opinions to make informed decisions.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
1. Innovation Models in Digital Banking
and Financial Services
Rebuilding Trust and Renewing the Banking Experience
December 4 – 5, 2013
Boston, MA
More Registration Details, Click Here!
Attending This Premier marcus evans Conference
Will Enable You To:
• Balance the intrinsic needs for creativity and process in the
design of the innovation practice
• Leverage proven innovation models that diversify initiatives
based on strategic value, risk, and time to market concerns
• Realize the necessity of an agile and reflective innovation
process that is strategically focused on the ambitions of the
financial institution and capable of delivering a consistent
stream of new products to market
• Identify criteria and standards by which to measure the
viability of new ideas against value-based portfolio strategy
• Support and sustain a risk culture that promotes clear
and consistent communications among pipeline
stakeholders to achieve shared goals
• Contextualize information from big data reserves to
achieve actionable recommendations for front-end inquiries
• Establish a common language across the enterprise
to articulate the goals and requirements of the
innovation practice
• Incorporate non-financial institutions and other adjacent
industry insights to spark the ideation phase of the
innovation pipeline
• Analyze organizational cultures that embrace the risk
and creativity inherent in the process of bringing new
ideas to market
• Introduce regulatory compliance expertise into the front-end
to preempt potential back-end compliance concerns
Who Should Attend:
marcus evans invites EVPs, SVPs, VPs, Directors, Heads
and other senior executives from the banking and finance
industry to attend.
• Mobile Banking
• Online Banking
• Innovation
• Mobile Channel
• Digital Channel
• Payment Strategy
• Emerging Payments
• Mobile Payments
• eBanking
• Product Strategy
Business Development Partner:
“
Moving Beyond
Mobile Banking
to Remain Competitive
in the Digital Space.
”
Advancing the digital portfolio through innovation.
Featuring Case Studies From Leading Experts Including:
Stephen T. Shannon
Tablet Innovation
Bank of America
Hadley Stern
Vice President, Fidelity Labs
Fidelity Investments
Charaka Kithulegoda
Chief Information Officer
ING Direct Canada
Nathan Bricklin
Senior Vice President,
Head of Collaboration
and Social Strategy,
Wholesale Group
Wells Fargo
Phil Swisher
Senior Vice President,
Head of Innovation
Brown Brothers Harriman
Kelly M. Jurgens
Senior Vice President,
Consumer Payments
SunTrust Bank
Todd Schofield
Managing Director, SC Studios
Standard Chartered Bank
Deva Annamalai
Senior Vice President,
Marketing Technology
and Data Insights Group
Zions Bank
Dave Passavant
Senior Vice President,
Banking Innovation
Center Director
PNC Bank
Andres Wolberg-Stok
Director, Global Mobile
and Tablet Banking
Citi Consumer Banking
Doug Meagher
Senior Vice President,
eCommerce & Mobile Banking
CertusBank
Pier Santillo
Director, Regional Channel
Manager, Americas
Standard Chartered Bank
Tom Kelly
Director, Online Banking
Silicon Valley Bank
Scott V. Totman
Senior Director,
Innovation Lab
Capital One Labs
Michael Balk
Director, Solution Delivery
and Services, Americas
Standard Chartered Bank
Association Partner:
Media Partners:
Booking Info:
Robin Yegelwel | T: 312-894-6377
E: RobinY@marcusevansch.com
2. Day One | Wednesday, December 4, 2013
8:00
Registration and Morning Coffee
8:45
Chairperson’s Opening Remarks
REALIZE THE NECESSITY OF AN AGILE AND REFLECTIVE INNOVATION
PROCESS THAT IS STRATEGICALLY FOCUSED ON THE AMBITIONS
OF THE FINANCIAL INSTITUTION AND CAPABLE OF DELIVERING
A CONSISTENT STREAM OF NEW PRODUCTS TO MARKET
9:00
Applying the “Rapid Deployment and Innovation Model”: Associate Tablets
at Bank of America
• Defining the “Rapid Deployment and Innovation Model”
• Harnessing insights from front-line associates solidify front-end recommendations
• Creating an innovation strategy that reflects the needs of Finance,
Legal, Risk, Operations, and Customer Experience
• Formulating a recipe for innovation team building that will increase
speed to market of new concepts
• Rapid Deployment in practice: exploring the results of accelerated innovation
Stephen T. Shannon, Tablet Innovation
Bank of America
9:45
Leveraging Technology Horizon Expertise to Structure a Sustainable
Digital Product Portfolio
• Aligning technology horizon initiatives with the company’s current strategic
goals and vision
• Identifying future thinking employees to capture the digital horizon
• Developing the innovation team’s future thinking skills in order to better
identify opportunities
• Utilizing cross-industry expertise to leverage future opportunities with
the organization
• Formulating processes to frame horizon insights in an attainable way
that align with company goals
• Capturing and preserving the essence of future thinking across the
corporate enterprise
10:30
Networking Break
11:00
Strengthening Internal Partnerships to Frame an Effective and Adaptive
Innovation Process Across the Enterprise
• Engaging internal innovation managers in the total innovation process
• Breaking down silos between functional teams to maximize idea generation
throughout the innovation process
• Capturing and preserving the creative essence of innovation across the
corporate enterprise
• Structuring a repeatable process for assembling and managing the
innovation portfolio
• Establishing a flexible and repeatable innovation process that can be deployed
across the enterprise
• Leveraging the collective resources and insights of cross functional employees
to develop a winning innovation team
Kelly M. Jurgens, Senior Vice President, Consumer Payments
SunTrust Bank
11:45
Leveraging Cross-Functional Human and Capital Resources to Maximize Results
of Internal Innovation Processes
• Designing an innovation group to give passionate, creative employees
an opportunity to bring their ideas to life
• Uncovering the hidden and untapped creativity of existing team members
• Inspiring, motivating, and encouraging employees through an exciting, ongoing
process of creation and collaboration
• Granting employees the freedom to experiment, allowing innovation
to grow from the bottom up
• Identifying the necessary skill set required to sustain and manage a strategic
innovation model
• Recognizing key qualities, talents, and skills needed to build your team of innovators
Scott V. Totman, Senior Director, Innovation Lab
Capital One Labs
12:30
Networking Lunch
More Registration Details, Click Here
IDENTIFY CRITERIA AND STANDARDS BY WHICH
TO MEASURE THE VIABILITY OF NEW IDEAS AGAINST
A VALUE-BASED DIGITAL PORTFOLIO STRATEGY
1:30
Using Internal Social Media Platforms to Engage Employees
and Encourage Innovation from the Core
• Digitizing internal communities to facilitate social collaboration between employees
• Connecting teams and breaking down organizational silos to accelerate innovation
• Employing hubs and second screen environments to encourage employee
involvement in “trending” conversations
• Establishing methodologies for translation of engagement exercise outcomes
to viable concepts
Nathan Bricklin, Senior Vice President, Head of Collaboration and Social Strategy,
Wholesale Group
Wells Fargo
2:15
Adopting a Design Thinking Approach within the Innovation Practice
to Reflect the Shift to a Consumer-Driven Marketplace
• Developing a design thinking process that instills discipline while granting
teams the freedom to push the envelope
• Using prototyping throughout the innovation process in order to inspire
creativity among the innovation team
• Incorporating organizational design throughout the innovation process
to creatively produce a solution that fits with the corporate goals
• Promoting the principles of design throughout the organization to cultivate
a process of consumer-driven innovation
Andres Wolberg-Stok, Director, Global Mobile and Tablet Banking
Citi Consumer Banking
3:00
Networking Break
3:30
Building An Innovation Function at the United States’ Oldest Private Bank
• Providing the details of how to create, launch, run, and govern a successful
innovation function
• Establishing a clearly articulated hierarchy of goals and expectations
for the innovation practice
• Codifying a system of governance that balances the needs of the organization
with those of the established innovation process
• Securing buy-in from senior leadership
Phil Swisher, Senior Vice President, Head of Innovation
Brown Brothers Harriman
4:15
Structuring a Data Insights Practice as the Cornerstone of the Organization’s
Innovation Ecosystem
• Breaking down the silos between applications to access customer profile,
transactional, and behavioral data
• Building a cross-functional partnership with Fraud Analytics and Enterprise Data
Warehouse to identify profile, acquisition, and attrition patterns to establish
a holistic customer perspective
• Creating data recipes that result in effective marketing through enhanced
segmentation and the development of questions that produce a 360
degree customer profile
• Utilizing predictive models for digital lifestyle product adoption and
attrition patterns
• Strategizing for effective multichannel attribution between offline and online
worlds utilizing Web Analytics and a Marketing Analytics Platform
• Building a business case justification through the use of available data
Deva Annamalai, Senior Vice President, Marketing Technology and Data Insights Group
Zions Bank
5:00
Creating a Digital Wallet Strategy that Enhances Competitive Edge
and Leverages Past Investments
• Maintaining a focus on core competencies to accelerate the digital wallet
development process
• Incorporating a digital wallet product that resonates with existing corporate
infrastructure and avoids creating a technology gap
• Mitigating development costs through leveraging a third party digital wallet
solution that increases market competitiveness
• Assessing the adjacent space to identify opportunities for digital wallet offerings
Michael Balk, Director, Solution Delivery and Services, Americas
Standard Chartered Bank
Pier Santillo, Director, Regional Channel Manager, Americas
Standard Chartered Bank
MARKETING INFO
5:45
For more information regarding sponsorship, speaking or attending this conference,
please contact, Robin Yegelwel, 1 312 540 3000 Ext. 6483.
6:00
Chairperson’s Closing Remarks
End of Day One
3. Day Two | Thursday, December 5, 2013
8:30
Registration and Morning Coffee
8:50
Chairperson’s Opening Remarks
INTRODUCE REGULATORY COMPLIANCE EXPERTISE INTO THE FRONT
END TO PRE-EMPT POTENTIAL BACK END COMPLIANCE CONCERNS
9:00
Establishing an Innovation Process with an Emphasis on Project Prioritization
• Promoting a concept from idea to business value while strengthening innovation
culture across the organization
• Leveraging collective resources, insights, and intelligence to develop a carefully
monitored process to deliver breakthrough products
• Instituting repeatable processes throughout the innovation pipeline to manage
speed to market concerns
• Defining methodologies that address schedule, cost, performance, and speed
to market concerns
• Bridging the gap between innovative ideas and the organization’s core competencies
9:45
Implementing a Venturing Model in the Innovation Pipeline to Enhance
the Digital Portfolio
• Defining the role of idea scouts for the organization of the innovation program
• Turning venturing into a core competency within individual companies
• Searching for opportunities through a process that aligns found resources
to the goals of the organization
• Determining when to venture and when to partner in order to achieve the best ROI
• Aligning core competencies with the venturing process in order to maintain
brand identity
• Shaping a venturing team within the existing innovation pipeline to
vet opportunities
• Developing requirements for venturing opportunities to establish a process
that best realizes the goals of the organization
Todd Schofield
Managing Director, SC Studios
Standard Chartered Bank
10:30
Networking Break
11:00
Moving Beyond Mobile Banking to Remain Competitive in the Digital Space
• Determining the next big player in the digital space in order to remain competitive
• Using existing innovation models to enhance idea-forming processes
• Leveraging horizon thinking to realize new digital product and service offerings
• Defining criteria and standards for new ideas to realize new mobile opportunities
Charaka Kithulegoda, Chief Information Officer
ING Direct Canada
2:15
Investing in the Blink of an Eye: Exploring the Transition from Traditional Mobile
to Wearable Technology
• Developing the Fidelity Market Monitor for Google Glass
• Applying research methodology to accelerate the innovation process
• Incorporating usability feedback into the innovation process
to promote early adoption
• Fidelity Market Monitor in the hands of its intended users: how pre-launch
usability insights can enhance the back end of innovation
Hadley Stern, Vice President, Fidelity Labs
Fidelity Investments
3:30
Leveraging Consumer Insights to Anticipate the Evolving Demands
of a Consumer Driven Digital Portfolio
• Creating a context in which research is conducted in an environment
according to the customer mindset
• Exploiting emerging research disciplines to recontextualize observations
of how consumers communicate, behave, and make decisions
• Conducting thorough analysis of information gathered from multiple sources
to determine over-arching insights
• Leveraging social media tools to identify new trending concepts
3:00
Networking Break
4:15
Defining a P2P Payments Strategy that Addresses Concerns of Non-Financial
Entrants into the Market
• Assessing the competitive landscape to identify needs that are unfulfilled
by existing products
• Identifying opportunities for growth within the P2P landscape to enhance
the digital portfolio product mix
• Increasing speed to market by developing a P2P strategy that aligns
with current technology infrastructure
• Leveraging Real-Time Payments strategy within the existing product mix
to develop product offerings
• Deploying an innovation strategy to compete in the markets populated
with larger firms
Doug Meagher
Senior Vice President, eCommerce & Mobile Banking
CertusBank
5:00
Chairperson’s Closing Remarks
5:15
End of Conference
11:45
Leveraging a Corporate/Academic Partnership to Spark For-Profit Innovation:
Exploring the PNC Bank Partnership with Carnegie Mellon University to Create
the PNC Center for Financial Services Innovation
• Creating the PNC Center for Financial Services Innovation
• Benefits and challenges of partnership for both the bank and the University
• Lessons learned from legal and operational considerations
• Exploring the business problems addressed, research approach, and expected
output of completed research projects
Dave Passavant, Senior Vice President, Retail Bank Innovation Center
of Exellence Director
PNC Bank
12:30
Networking Lunch
1:30
Leveraging Insights from the External Environment to Drive Innovation
• Determining the right level of external focus to include in the innovation
pipeline to ignite new ideas
• Considering non-industry insights for tapping into innovation opportunities
• Developing an innovation ecosystem that optimizes external focus into
the innovation pipeline
• Assessing the adjacent space to identify opportunities for new offerings
Tom Kelly, Director, Online Banking
Silicon Valley Bank
DISCLAIMER:
This agenda may be subject to change for reasons outside of our control. Marcus
Evans, Inc. reserves the right to replace, substitute, or remove any speaker in the event
of an emergency or any unforeseen situation in which a confirmed speaker is unable
to attend the event. Marcus Evans, Inc. will make every effort possible to substitute
a speaker in this circumstance with an equally qualified professional for the confirmed presentation. However, Marcus Evans, Inc. does not guarantee the possibility
of replacement.
4. BUSINESS DEVELOPMENT PARTNER:
Fiserv (NASDAQ: FISV) is a leading global provider of information management and electronic commerce systems for the financial services
industry. Fiserv drives innovations that transform experiences for more than 16,000 clients worldwide, delivering technology solutions in five areas
of competence: Payments, Processing Services, Risk & Compliance, Customer & Channel Management and Insights & Optimization.
ASSOCIATION PARTNER:
ISPIM - International Society for Professional Innovation Management is a network of researchers, industrialists, consultants and public bodies who
share an interest in innovation management. Founded in 1983 by Professor Knut Holt in Norway, ISPIM is the oldest, largest and most active innovation
association in Europe. ISPIM produces scientific and educational material and events to help people understand and share thinking and experiences
on how individuals, organisations and society can be better organised to create and distribute new products, services and processes to make the world
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MEDIA PARTNERS:
The Nilson Report is the most relevant and respected source of global news and analysis of the credit, debit and prepaid
card industry. The subscription newsletter provides proprietary statistics on the current status of the industry, as well as
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ISO&Agent is the merchant acquiring industry’s premier publication, combining timely news and articles on ways to boost revenue with
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futurethink helps unlock the innovation potential of your organization using a refreshing and simple approach. From our award-winning
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Quirk’s Marketing Research Review is the only monthly print magazine, digital magazine, E-newsletter and online resource devoted entirely to
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The Paypers is the Netherlands-based leading independent source of news and intelligence for professionals in the global payment
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Everyone who travels knows that getting from here to there is often only possible when there is a convenient hub for making
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American Banker is the leading information resource serving the banking and financial services community. Together, these
resources set the agenda for a fast-changing industry, keeping a close eye on large and small institutions, tracking traditional
and insurgent forces, parsing the business models of diversified and specialist players.