Posts Tagged ‘innovation’

Each day the Innotribe programme will focus on a specific theme, throughout which both Millennials and Power Women in FinTech will play an important role participating in all sessions. Last week, we already gave an overview of day-1 and day-2 of this year’s programme. This week, we will cover what happens on Wednesday and Thursday 14-15 October 2015.

In a play of words on Kevin Kelly’s book “What Technology Wants”, we have four major themes this year, one theme per day:


Day-3 is organized around the Innotribe Startup Challenge Finale. It will be preceded by a highly interactive session with seven FinTech Hubs.

Our anchor-person for the day is our own Kevin Johnson, Innotribe’s Startup Challenge Manager.

During our Innotribe day opening on the Innotribe stand (from 09:15am – 10:00am), we’ll share some of our current and future Innotribe plans in a conversational format: we are happy to announce that our CEO Gottfried Leibbrandt will be part of this session.

We’ll continue at 12:45pm on the Innotribe stand with the session “Why banks need FinTech hubs”. The plan is to understand the offerings and approaches of FinTech Hubs in different regions of the world, and how we can learn from each other and collaborate across cities, countries and regions. We’ll have some good infographics to compare, and a playful “show me your best card” gamification element as well.

We have an impressive line-up for this session that will be moderated by Bernard Lunn, Founding Partner, Daily Fintech Advisers:

The Innotribe Startup Challenge Finale will take place on 14 October from 14:00 till 17:00. Given its success in previous years, we move to a bigger room: Conference Room 2 has a capacity of about 350 people, and we hope we’ll be standing room again, also in this big room.

This year over 370 companies applied to the Startup Challenge, with 60 companies selected to enter the programme. During four regional showcases in London, Cape Town, Singapore and New York, these companies presented their business ideas to an audience of more than 800 industry experts, VCs, representatives from leading financial institutions, and bank decision-makers who selected the 20 finalists – 12 early-stage and 8 growth-stage companies – advancing to the Finale at Sibos.


Please click here to access all details about the 20 finalists who advance to the Finale at Sibos.

As in previous years, the 12 early-stage finalists will pitch and showcase their business ideas to Sibos delegates who will select this year’s winner. A cash prize of USD 50,000 will be awarded to the winning early-stage finalist. For the first time this year, the remaining eight growth-stage finalists will host individual exhibition booths on the Innotribe stand at Sibos and have the opportunity to give live product demos to Sibos delegates throughout the week. They will be joined by some Startup Challenge alumni: EssDOCS, AMP Credit Technologies and Matchmove.

The Innotribe Startup Finale is open to all Sibos participants and is sponsored by Deutsche Bank, HP, IBM, Invest NI, Level30, Luxembourg for Finance, and Wells Fargo.

Following right after the Innotribe Startup Challenge Finale, we will announce this year’s winner around 17:00 in the foyer area close to Conference Room 2. The winner will receive their cheque of USD 50,000 out of the hands of Christian Sarafidis, SWIFT’s Chief Marketing Officer. A reception will give you the opportunity to network with the various companies who were selected as finalists and congratulate this year winner.

And on Wednesday evening we’ll mix even further with the vibrant local FinTech scene of Singapore for a Networking Event in town.


250 invitees will have the chance to network at BASH, the new startup hub in Singapore, for a joint event organised by Innotribe and the following Singapore’s FinTech communities.

LogoPanelEventbrite_small (1)

This FinTech Meet-up is kindly sponsored by Wells Fargo and Standard Chartered Bank.


Register for the FinTech Meet-Up via this link. Innotribe Sibos attendees will get an invitation card on-site. Busses will pick you up at the conference centre to drive you to BASH (and bring you back).

Don’t stay too late, as the morning after, we will be back on the Innotribe stand at 09:15am for an awesome session on machine intelligence with IBM Research and IBM Watson 😉


In the coming days, we will familiarize you further with the program for the last day that will be all about Machine Intelligence and the participatory economy in financial services.

Hope you will find ample time to join us in these immersive learning experiences.

Other resources:


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For its seventh year, Innotribe at Sibos goes center stage! This translates into two components: first, some our most successful sessions of previous years go to the main stage: the Future of Money session and the Innotribe Startup Challenge Finale. Second, we are building an awesome innovation hub on the exhibition floor, next to the SWIFT stand.

On the outside, the stand is designed as a vibrant networking area, with exhibition demo stations for the Innotribe Startup Alumni and the late stage semi-finalists of the 2015 Innotribe Startup Challenge. And we’ll have the best coffee corner in town with real baristas.

Inside, the stand will host our circular workshop room. It’s already nicknamed as “The Blender” and has a magical 360° projection wall. This is where the majority of our sessions will take place.

As always, we will introduce the latest innovation trends, whilst delivering thought-provoking content designed to challenge perceptions. Together with global professionals from across the field of innovation, Innotribe will explore topics at the center of the financial services industry agenda in payments, market infrastructures, and the corporate landscape.

In a play of words on Kevin Kelly’s book “What Technology Wants”, we have four major themes this year, one theme per day:

  • Day-1: What Platforms Want
  • Day-2: What Society Wants
  • Day-3: What Innovation Wants
  • Day-4: What Machine Intelligence Wants

Across the four days, we have two big design principles: Millennials and Power Women in Finance who will be an integral part of all sessions in this year’s programme. We just launched two whitepapers to prepare us for Innotribe Sibos:

As you may notice, we put a lot of efforts in ensuring diversity by having different thought leaders joining us in every session: men, women, millennials, investors, accelerators and contrarians. Whirling around the room with the different protagonists like in a real blender, we will create the right mix of topics and speakers and create an interactive environment for our audience. This year we also do special effort to integrate art and music in the overall design of all our sessions.

Next to this, the Finale of this year’s Innotribe Startup Challenge will see the 12 early-stage startups selected during the regional showcases pitching their pioneering products and services.

Innotribe is open to all Sibos delegates willing to drive change and embrace innovation for the benefit of the financial industry, by understanding its trends, opportunities, and challenges: business analysts, product managers, strategists, marketing/branding/innovation managers, transaction bankers, securities managers, corporates, standards experts, payment professionals, investment managers, regulators, policy makers.

Registration via Sibos.com: https://www.sibos.com/my/login

Full programme on Sibos.com: https://www.sibos.com/conference/conference-programme/2015?field_session_stream_tid%5B%5D=466&op=Filter

Also see my recent interview on Sibos.com “Innotribe and the future of FinTech innovation”

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There is a great new paper out called “The Fintech 2.0 Paper: rebooting financial services”. You can download it here.

fintech 20

The paper has been created by Santander InnoVentures, in collaboration with its partners Oliver Wyman and Anthemis Group.

It is mandatory reading, and it resets the bar on what innovation in financial services should be all about.

Maybe some history first. Sean Park (@parkparadigm) from the same Anthemis was probably the first who mentioned the idea of Bank as a Platform with a nice Prezi presentation http://www.parkparadigm.com/2009/10/29/platforms-markets-and-bytes/ in september 2009.

Since then we all have seen that story unfolding, up to some months ago where the slides from CB Insights went a bit viral.

Unbundling-of-a-bank-V2 by CB Insights April 2015

This is looking at the home page of Wells Fargo, but i have seen versions for HSBC and others. The message here was that we witness the disaggregation or uberization of financial services and that the new capability is to be able to horizontally source pinpoint functionality and mix and match these into new experiences. That was Fintech 1.0. It’s a vibrant startup space, and for sure full of investment, accelerators and incubators. But it’s boring and missing the big picture.

The new paper helps us seeing the big picture. From the foreword:

“Many fintechs have succeeded but today they are still operating only at the edges of banking. To help engineer more fundamental improvements to the banking industry, they must now be invited inside, to contribute to reinventing our industry’s core infrastructure and processes. That can succeed only as a collaborative endeavour, with banks and fintechs working together as partners.”

There are many examples in the paper that illustrate that. Here is an example of streamlining securities settlement:


However, many financial institutions are still stuck in the pre-Fintech 1.0 era: they just start to see the light that Sean Park was shining on the vertical disaggregation of financial services. That is seven years after the first signals were clear in the market. They simply have not adjusted their clockspeed to the 21st century economy speed.

Other institutions were more pro-active and created corporate investment funds (some of them 100-200M USD or more) and/or partnered with accelerators and incubators. Probably most of that money is gone now. And to be honest, i don’t see much innovation that is actually shipped into the market. At best we ended up with some well advanced prototypes and we struggle to get them out of the sandbox. To quote myself: “Innovation that does not ship into the hands of a paying customer is fantasy”

The new paper shifts the innovation agenda. All the problems and opportunities in the paper are of a collaborative nature. Maybe not in a way that the authors intended.

  • It looks from the paper that the conversation with startups has moved on from competing with the banks to collaborating with the banks. I can subscribe to that, it’s a clear message i have heard from the startups and the banks during all the startup competitions i have been invited to for coaching and judging.
  • But many of the problems and challenges in the paper can only be solved through a collaborative effort by the industry at large

Just a couple of days ago i was in a meeting with heads of innovation of major financial institutions. One of the messages was that we as an industry have to be more bold, set our competitive agendas asides and join forces to compete with the next generation of competitors that are not the startups at the edges but big technology companies with very deep pockets and with the super disruptive capability of becoming ecosystem/platform orchestrators where banks will rather be the slaves than the masters.

FinTech 1.0 FinTech 2.0
Products Processes
Tactics Strategy
Doing the existing better Do brand new
Efficiency game Value creation game
At the edges At the core infrastructure
Key Performance Indicators Key Capability Indicators
Vertical Horizontal
Competition Collaboration
Prototypes Shipped Products
Transactions Enable Commerce

The new paper inspires me. I got somewhat bored of hearing the startups doing the same standard pitches, and attacking/leveraging/whatever one particular area of financial services. I am hungry to see startups wanting to play the big game. The game of infrastructure. Of re-inventing processes rather and putting lipstick on or around the pig.

In that sense FinTech is dead. The game is up. It is about enabling commerce. It’s about better banks and better banking with a greater societal awareness to enable commerce and supply chain. Not just transactions in the back-office.

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On Friday, June 26at noon Central European Time, we will kick off our 24 hours of speakers sharing stories, observations and emerging practices about creating change and reshaping the future of work.

We will be using WebEx for this on-line event

Log-in information

Link to schedule of speakers and topics

We only have a few speakers slots available. If you are interested to share your change/rebel story, go to the link of the schedule and reserve your 30 minutes, or contact corporaterebelsunited@gmail.com

Kickoff times for 24-hour online event

  • Europe (CEST): noon
  • United States (EDT); 6 a.m.
  • United States (PDT) 3 a.m.
  • Australia (EST): 8 p.m.

Twitter handle: #RebelJam15

Questions?  corporaterebelsunited@gmail.com

Produced by:

Corp Rebels United jpeg


Change Agents Worldwide

Proudly sponsored by RELEVENTS, committed to enacting a movement of positive change in the business community.

Relevents Logo

Mark already your calendars: together with RELEVENTS we will organize our first live event:

Rebel Jam LIVE!

Friday 18 Sep 2015 in Sacramento, California. 

Innovate Relevents

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KCIs help organisations to succeed in the 21st century

It’s no secret that many financial services firms struggle with technology and business model innovation.

With a customer base heavily influenced by their interaction with the likes of Amazon, Alibaba and Apple, and a whole range of new FinTech entrants, financial institutions know that they must adapt to changing consumer expectations.

To link company behaviour to outputs, management teams frequently use KPIs —Key Performance Indicators. KPIs help managers to align behaviour and incentivise performance around specific revenue goals.This works very well until an organisation has to change.

Management may then find itself in the unlucky position of incentivising counterproductive behaviour. As employees continue to focus on execution, the organisation runs the risk of becoming captive to its KPI programme.

To counter this, a fresh line of thinking has been developed, promoting a new set of metrics called KCIs, or Key Capability Indicators. The essential benefit of a KCI is that it measures the capability of an organisation to change at a structural level rather than its ability to create new outputs. It is not an output metric. It does not provide an indicator of new products created, increased profits, or improved asset utilisation. Those types of metrics are already in place and can be adapted readily.

For Innotribe at Sibos 2014, Innotribe commissioned Haydn Shaughnessy, an expert on the topic, to produce a financial services specific KCI Index. This resulted in a compelling presentation at Sibos in which Haydn discussed the innovation capabilities needed by organisations to succeed in the 21st century. Based on the positive feedback of our audience, we decided to consolidate Haydn’s findings in a whitepaper – Innovation in Financial Services: The Elastic Innovation Index Report.

The paper highlights that most organisations lack a KCI set which can make change more manageable. KCIs can:

  • help leaders to understand the skills they need to have in place in order to effect change;
  • provide a model for change because capabilities map directly to a future, desired organisational competency;
  • benchmark their organisation against others;
  • apply to investment decisions;
  • be used as a barometer of capability development.

Developing innovation capabilities can prove challenging; however, once they are institutionalised, it has the advantage of strongly embedding innovation within the organisation. The paper asserts that there are a number of key measurements to assess the innovation capability of financial firms: namely content, platform, leadership, strategy and externalisation.

The white paper provides innovation leaders at financial institutions with a useful benchmark, at a time when developing a set of Key Capability Indicators has never been more critical. Download it here.

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I was invited at the 7th Banking Innovation Forum in Vienna to speak on Innovation. The title of my talk was “Innovation: from tactics to strategy”

I have posted the deck on Slideshare

It was an interesting audience, with most people coming from Central and Eastern Europe, with some interesting case studies from Paolo Barbesino from UniCredit in Italy, Carlos Gomez from Activo bank in Portugal, Marcel Gajdos from Visa Europe Czech Republic/Slovakia, Efigence in Poland, and Wojciech Bolanowski from PKO Bank Polski. I made quite some notes, and if i find the time to make a post on it, i will.

Luckily, my fans are out there to help me. I planned write something about my talk as well, but Wojciech Bolanowski already did that in his great LinkedIn Post here. I have cut and pasted his post in its entirety, as it captures well what i was trying to convey in that presentation. Thank you so much, Wojciech, much appreciated 😉

+++ Start post Wojciech

Inspire other people, think differently, create spaces where people come alive, ship to customers; as well as bravery, prototyping, events, capabilities and clarity – these are ingredients for successful innovation within big organization; at least according to excellent speaker and Innotribe Co-founder Peter Vander Auwera.

How to innovate in the shadow of behemoth?


Peter spoke on the first day of 7th Annual Banking Innovation Forum by Uniglobal in Vienna Marriott Hotel (as pictured above). He was keeping the audience extremely focused and interested. The subject was complex and of great importance: how to make really BIG organization innovative. As Peter put it in an outstanding rethoric figure: “how to make babies”. I would like to add: how to make the babies when you are well-known, established, serious and successful one with huge legacy and obliging history.

The questions are (usually) much more important than particular answers, so there is not my goal to report Peters’s solution in details. What I would like to point out is the question itself. Today, in the fast-running world of fin-tech start-ups and quasi-banking innovators almost every bank is big enough to raise this question to itself. Is it enough to inspire other people with your disrutptive ideas? Is such inspiring even possible in organization too big to change itself spontaneously? What could possibly happen if you think differently from dominant thinking styles?

Obviously, being innovative within mammoth-size organization is a big challenge and requires specific attitude and social skills. As I understood one of the Peter’s suggestion is to create appropriate team which become the centre and engine of the process. The brave, capable team with clearly set culture of “rather be failing frequently than never trying new things” to quote Peter’s presentation. Some important tools to do so are special workspaces, integrating events and ways of building true alignment.

Bravery – the slide of the presentation. Source: Uniglobal

How to gain executives’ support?

The presentation was full of insider stories with some of them concerning interactions between innovators and the board members. Those were a great lesson of struggle which, I think, at least to some extend, any innovator should expect and be prepared for. The very useful take-out was about prototyping and commercial launching of innovative products. The prototype should be, according to Peter’s best practice, as vivid and identical with the final product as possible. No more “Power Point Prototypes” unless you would like to fail. What’s even more – prototyping is just a step to the real strategic goal – to deliver real, commercial product and give it to customers. “Go out of the sandbox” is another great statement I heard from the speaker. Indeed, today environment of fast growing and alternating product propositions demand being “on market”. The Grand Jury of customers has no time to screen through pilots or prototypes; every company should be ready to risk and show its innovation as soon as it is delivered. In my opinion this is extremely important to realize. Shipment to customers what is already prototyped is the crucial part of execution process in innovation. I feel it is striking and true, therefore I tweeted this immediately with hashtag #BAIF2015!

What about the reluctant middle-level-managers?

The next splendid remark is about mid-level managers’ attitude toward change. For them the main goal is “too keep any changes far away of the plan”. It is understandable and rational. For manager’s KPIs are target-related, they try to keep organization on the course to achieve them. However, any innovation process within organization creates the risk of change, which, possibly, could alternate plans and goals. This is the real challenge – to execute innovation in organization which mainly consists of medium-level managers. And execution itself is much more difficult and lasts much longer than whole creative process of gathering ideas, evangelization, internal promotion etc. What Peter stressed, and I agree fully, is thatin context of big organizations idea management process is easier and shorter than its incubation and implementation. In start-ups world there is exactly the opposite relation.

Start-ups as indicators

Start-ups in financial sector (dubbed fintech recently) occupied a lot of Peter’s presentation as he is involved in the well-known Innotribe@Sibos program. The event has attracted more than 340 participants this year. It is quite nice sample to show what’s going on in innovation. With four continental semi-finals (NYC, London, Cape Town and Singapore) it gives global overview and prime selection of activities. This could be a useful indicator for big companies to track the start-up trends and pick up something valuable from. For example in 2014 the leading areas of start-up activity were (despite a broad category of corporates/business services) investment management, lending, big data and personal financial management. It is a clear message to banks: there is innovation coming to your core businesses and it is technology-driven.

This post is inspired by presentation shown on of 7th Annual Banking Innovation Forum ; there is another one of this category, in case you are interested:

Collateral damage of 2008 – card revenues in CEE

Peter Vander Auwera on stage in Vienna. Source: Uniglobal

Linguistic disclaimer

I have written this text in English and I know my limitations. It is possible you find this post illogical, offending, unclear or too simplistic. It does not mean to be that way, so please blame it to my imperfect English skills. I am neither native nor perfect English speaking person . If you want to be helpful, do share your grammar, spelling, style and any other remarks with me. I would appreciate any contributing comment, especially if it came from native speakers.

+++ End post Wojciech

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