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DTSTART;TZID=UTC:20200413T080000
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CREATED:20200327
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TRANSP:OPAQUE
SUMMARY:Accelerated Digital Transition in Banking – Tactics and Strategies to Win the Post Covid-19 Decade / b-Learning
DESCRIPTION:Training Program (Online)\n \nDigital Period\n30 minutes Video material, mixed with slides\n\n&\nPhysical Program\n2 Day Training Program\n\nhttps://ifb.pt/wp-content/uploads/2020/04/IFB_ADTB.mp4 ( https://ifb.pt/wp-content/uploads/2020/04/IFB_ADTB.mp4 )\n \nLEARNING OBJECTIVES\n\nTo win the post COVID19 decade as a responsible, stable, profitable and innovative bank\nTo accelerate digital transition in your bank\nTo understand the power of ambidextrous banking: optimizing your current market positions, while also exploring future opportunities\nTo transform legacy banking channels in a responsible, yet profitable way\nTo learn from the global best practices of entirely digital banks\nTo profit from the overarching global trend of digital market convergence\nTo cooperate and compete simultaneously with new entrants to the banking market\nTo master the techniques of matching Baby Boomers with digital and hybrid channels\nTo make sure you are consciously, deliberately and carefully avoiding the seven strategic mistakes in corporate innovation\nTo understand the leading metrics to measure the efficiency and profitability of banking innovation\nTo identify global best practices in successful digital banking product development\nTo differentiate, dissect and to be able to make decisions about: innovation labs, CVC, intrapreneurship programs, acceleration, incubation and more\nTo link corporate social responsibility and digital transition in a powerful and meaningful way\nTo hedge the risks of digital transition and to think through, design and deliver your corporate innovation narrative\n\n \n\nTARGET GROUP\nRetail banking / Digital channels / Digital transition / Digital strategy / Marketing / Operations / Product development / Key segments (retail, SME, premium) / Payments / IT / Communications / HR / Risk management / Wealth management / Partnerships / Mobile banking / Branch network, ATM network / Additionally as a forward looking key step: young talents, bankers who are Millennials themselves\n \n\n \nDigital Period \n(30 minutes Video material, mixed with slides)\n \n\n\n\nWEEK 1\n \nGlobal Best Practices in Accelerated Digital Banking Transition\nLEARNING OBJECTIVES:\n\nCategorize future financial services related technologies\nRelate different technologies in terms of viability, short term opportunities\nCheck which technologies are beneficial for your bank operationally and tactically\nSketch short term plans for your bank to advance in key digital transition areas\n\n \n\n\nWEEK 2\n \nEmerging Digital Technologies in Financial Services\nLEARNING OBJECTIVES:\n\nMonitor international best practices\nDifferentiate between tactical opportunities versus strategic transition\nDiagnose gaps in your bank’s digital journey\nQuestion the PR aspects of digital while solve the ‘Banking Innovation Paradox’ and the ‘Red Queen Effect’\n\n \n\n\nWEEK 3\n \nThe Future of the Branch and Other Physical Channels\nLEARNING OBJECTIVES:\n\nRecognize the tension between Baby Boomers and Millennials in terms of channel preference\nDistinguish between digital, hybrid and physical channels\nPractice the ‘Underhill Paradigm’ of banking channel transition\nIllustrate the ‘Underhill Paradigm’ by real life examples\n\n \n\n\nWEEK 4\n \nArtificial Intelligence in Banking: Evolution or Revolution \nLEARNING OBJECTIVES:\n\nRecognize the rhythm of ‘AI Winters’ versus ‘AI Summers’\nCompare ‘Big Data’ versus ‘AI’ solutions within banking\nDescribe and discuss difficulties in applying AI within a well established banking environment\nInterpret GDPR regulations from a ‘data’, ‘big data’, ‘AI’ perspective\n\n \n\n\nWEEK 5\n \nClayton Christensen and Digital Disruption in Financial Services \nLEARNING OBJECTIVES:\n\nCategorize future financial services related technologies\nRelate different technologies in terms of viability, short term opportunities\nCheck which technologies are beneficial for your bank operationally and tactically\nSketch short term plans for your bank to advance in key digital transition areas\n\n \n\n\nWEEK 6\n \nBeyond Smartphone in Banking: How 5G Technology Reshapes Digital Devices \nLEARNING OBJECTIVES:\n\nInterpret the hardware consequences of 5G technology\nDiagram AR, VR, MR and XR\nRecognize the already existing use cases of AR and VR in finance\nExpress your vision and roadmap of Smart Phone vs AR, VR transition\n\n \n\n\nWEEK 7\n \nThe Beauty of Technology in Banking: Digital Convergence in Practice\nLEARNING OBJECTIVES:\n\nTo enjoy key aspects of cooperation with technology companies\nTo propose theoretically to local e-commerce and telecom companies a vision of cooperation\nTo relate to and to recognize startups in emerging technologies such as Quantum Computing as a bank\nTo diagnose the utopisticversus distopisticaspects of emerging technologies\n\n \n\n\n\n \n\n \n Physical Program\n2 Day Training Program\n \n\n\n\n\nDay 1: WINNING TRANSITION STRATEGY\n\n \n\n\n09:00-09:30\n09:30-10:45\nWelcome, Introduction and Warmup\n 1. Ambidextrous, Bionic and Hybrid Banking\n\nThe Ambidextrous Bank: Business and Usual vs Emerging Business, Unit Level KPIs, Management Challenges\nHybrid Channels: Video Banking, The Video Banking Matrix, Hybrid Chat, Hybrid Onboarding, Hybrid Wealth Management\nLegacy Channels: Multi-Brand Branch Network, Agnostic Branch Network, Digital Showcase Branches, Lifestyle Branches, Call Center versus Community, From Bricks to Clicks\nThe 5 Phases of Channel Transition: Physical, Digital, Multichannel, Omnichannel, Optichannel\n\n\n\n\n11:00-12:30\n 2. Lessons of Challenger Banks, Neobanks and FinTech Startups\n\nThree Key Lessons from Challenger Banks: Cost Structure, Competitive Market Structure, Interface Design\nUK Neobanks: ‘Monzo’ Agility, ‘Monese’ Stability, ‘Starling’ Platformification, ‘First Direct’ Miracle, ‘TransferWise’ Network\nFinTech Startups, Vital Lessons: Wallets, WealthTech, Marketplace Lending, Remittances, Blockchain\nDigital Convergence in Practice: GAFA, Tech Giants, MNOs, Ride Hailing Services, Gaming, Budget Airlines\n\n\n\n\n12:30-13:30\nLunch\n\n\n13:30-14:45\n3. Baby Boomers, Gen X, Millennials, Gen Z in Banking\n\nCulture: Culture Eats Strategy for Breakfast, Innovation Risks\nOrganizational Structure: Bionic and Phygital run by Millennials\nMillennial Employees: Crowdsourcing, Digital Participative Benefits, Millennials in the Boardroom, Employees and Channels\nGEN Z: Instant Generation, P2P Generation, Sharing Generation\nSelling Digital to Boomers: Digital Modesty, Innovation Communication, Venmo versus PayPal, eToro versus Brokerage\n\n\n\n\n15:00-17:00\n4. The 7 Strategic Mistakes in Corporate Innovation to Avoid\n\nL’Art Pour L’Art Innovation: Qualitative vs Quantitative Innovation\nThe NOKIA Trap: The Deadly Power of Digital Convergence\nThe KODAK Trap: Culture Eats Strategy for Breakfast\nCompetitive Arrogance: Incumbents vs Challengers\nInnovation Paralysis: The Big Corporate Blame-Game\nLinear Myopia: FS vs Tech Adoption, HYPERSCALABILITY\nTactical Mirage: PayPal from Palo Alto, SelfPay from Toronto\nCase Studies: Microsoft, Apple, Amazon\n\n\n\n\n\n \n\n\n\n\n\nDay 2: SOURCES OF DIGITAL GROWTH AND PROFIT\n \n\n\n09:00-09:30\n09:30-10:45\nRefreshing Day One and Warmup\n 5. Key Metrics of Digital Success in Banking: From Value to Profit\n\nROI of Innovation: The Extinction Hedge, Innovation Investments, The ATE Model (Acquisition, Transaction, Engagement), DEM (Digital Experience Monitoring), EIAI (Employee Innovation Awareness Index)\nThe Simplicity Rule: Limited Product Scale, Banking Light\nThe 15 Percent Rule: The Rogers Scale of Market Timing\nThe 4 Ps of Digital Product Development: Pretotyping, Prototyping, Piloting, Proof of Concept; Open Banking and APIs\nIN DEPTH CASE STUDY: DBS Bank from Singapore, global best practices of creating shareholder value from hybrid digitalization\n\n\n\n\n11:00-12:30\n6. Tactical Tools of Transition: From Excellence to Profit\n\nCVC: Corporate Venture Capital and the legend of ‘The Triple Bottom-line’\nInnovation Labs: Co-Labs, Research Labs, Showcase Labs, Best Labs\nAcceleration, Incubation: The ‘RAI’ Methodology, Corporate R&D\nIntrapreneurship vs Acquihire: From Google to Barclays Bank\nNew Positions: Design, CX, FinTech, Open Innovation,\nPlatformification: Data Synergies, Cross Financing, Simplicity in Action\nCase Studies: Citibank from USA, Barclays Bank from UK\n\n\n\n\n12:30-13:30\nLunch\n\n\n13:30-14:45\n7. Digital Corporate Social Responsibility, Long Term Profit Platform\n\nDigital Charity: The Barclays Break Even Project, Smile Money from Amazon, Tap and Give, Serving Special Needs by Smart Digital\nGreen vs Digital: Ant Financial and the Forests,30 Climate Risks in Banking, Plastic Free Cards, Carbon Limit Purchase Apps, Cleantech\nFinancial Inclusion: Inclusion by Digital Disruption, The Digital Detachment of Baby Boomers, Location Independence\nPR and Communication of Digital Risks: Cybersecurity, FinTech Risks, Third Party Risks, Hedging the Crypto-Hype, Roboadvisors and Automated Investment Risks, ‘GAN Risks’ on the Rise\n\n\n\n\n15:00-17:00\n8. Summary \n\nConcepts\nTools\nTrends\n‘To-Do’s\nResources\nDigital Innovation vs Corporate Social Responsibility: Getting it Right\n\nEvaluation and Termination of the Seminar\n\n\n\n \n\n \nTRAINER:  Mr David Gyori\nCEO of Banking Reports (London), Co-Author of ‘The FINTECH Book’ (international best seller published by Wiley & Sons), Judge of the European FinTech Awards (Amsterdam), Founding Member of the World FinTech Association (Seoul), Featured Writer of Finance Magnates (Tel Aviv).\n \n \n \n
URL:https://ifb.pt/cursos/digital-transition-in-banking-b-learning/
ORGANIZER;CN=Catarina Santos:MAILTO:c.santos@ifb.pt
CATEGORIES:- (Cursos),(Formação Avançada),Banca Digital
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