Members of board, C-level, Senior Vice Presidents, Vice Presidents, Directors, and Heads of departments from banking industry involved in:
Customer Experience Management
Technology and Operations
Alternative Distribution Channels
Internet and Mobile Payment
PAST CASE STUDIES INCLUDE
CASE STUDY / DAY 1
Period of Mass Digital Transformation
Even as disruptions are changing our landscape, we can harness them and transform them to opportunities, not merely to sustain business, but also to grow it. The single most important aspect of this new equation is innovation.
The impact of technology: The advantage of digitally savvy systems in launching innovative products and services
The role of data: Data analytics, data segmentation and big data systems and applications can change the way we think and act
Customer-centricity: Transforming isolated customer interactions to seamless end-to-end customer journeys
Organisational restructuring: Agility as a critical component of success
Partnerships with fintech: Jointly addressing the challenges of AI, VR, AR, and RPA
Tangible benefits: Innovation can reduce costs, delight customers and improve financial performance
EVP, Head of Retail Banking Group
Director, Operations & Transformation
CASE STUDY / DAY 1
Benefits of Artificial Intelligence (AI) and Robotic Process Automation (RPA) in Retail Banking
Presentation is highlighting the benefits, delivery framework, road-map, and roles and responsibilities on deploying Robotics Process Automation & Artificial Intelligence across banking domains.
The immediate benefits of RPA & AI are both tangible & intangible
Better manage repeatable tasks – Digital workforce
Reduce error rates – Risk avoidance
Improve standardization of process work flow and consistency – Process Consistency
Quality and Accuracy
Flexibility and Scalability
CASE STUDY / DAY 2
Enterprise Risk Management and Operational Risk In Artificial Intelligence Initiatives
Artificial intelligence will require effective and efficient ‘Enterprise Risk Management Framework’ that should be effected by entity’s board of directors, management and other personnel to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives. Enterprise risk management consists of eight interrelated components. These are derived from the way management runs artificial intelligence. There is a direct relationship between objectives, which are what an entity strives to achieve, and enterprise risk management components, which represent what is needed to achieve them.
Artificial Intelligence is subject to five Enterprise Risk Management Framework ‘ERMF’:
Executive: Have the right people bought in? Does everyone agree on what needs to be done? Technical: How will you control the robot’s access to your systems and data? How will you test the robots to make sure they function as intended?
Change management: Who manages communication? How can you address potential resistance from workers?
Operational: What controls exist to monitor performance? How will you stay compliant with relevant regulatory requirements?
Functional: Who designs controls? Are there scalability limitations in artificial intelligence and core systems?
Head of Operational Risk
P S SURESH
Head of IT Architecture & Strategy
CASE STUDY / DAY 2
Innovating by systematically thinking "Inside the Box"
Thinking “Out of the Box” is something that’s quite prevalent, and talked about when we speak about Innovation. The purpose of this presentation is to stimulate “radical creative thinking” for Innovators in the Banking industry thru looking at inspirations & ideas available “right under our nose”, and touching upon real-life examples across the industries.
Competing perspectives of Innovation, and Making Innovation operationally useful
Leveraging Behavioral Drivers – MOA Framework
Kinds of Innovation, Innovation Radar – the 12 directions for Innovative Thinking
Systematically Thinking Inside the Box – the “Closed World Principle”
How can we systematically “Think inside the Box”?
Toolkit for systematic brainstorming – 5 principles with real-life examples and how relevant is this for Banking?
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