disruption in the wealth management industry€¦ · growth of digital advice, a complement to...
TRANSCRIPT
ARCADIAN COURT JUNE 27, 2017
Disruption in the
Wealth Management Industry
Opening Remarks
David Reeve – CEO & Co-Founder,
InvestorCOM
3
Time to 50 Million Users:38 years
POKEMON GO
Hyperadoption: More people adopting more new product
experiences more rapidly than ever before
INVESTORS
13 years
4 years
3years
1 year
9 months 1 week
Demographics
> 1000
fintechs
Competitors
Regulation
Keynote Speech
Bruce Croxon - Founder, Round13
The Decentralized Future of a
Blockchain-enabled Wealth Management
Industry
Matthew Spoke - CEO, Nuco
The Decentralized Future of a
Blockchain-enabled Wealth Management
Industry
What is Blockchain?
Blockchain Technology:A New Fabric for Industry,An Opportunity for Wealth Management
Blockchain networksconnect multipleentities in an industry
Smart contractsfacilitate automatedindustry processes
The infrastructureis built to scale andenable networkeffects
Enterprise Problems
Today
+ Reliance on intermediaries
+ Inefficient and high friction process
+ High cost
+ Isolated systems
/ P
RO
BLE
MS
TOD
AY
BlockchainCapabilities
+ Shift in trust
+ Shared infrastructure
+ Eliminate third party intermediaries
+ Crypto-Economics
/ B
LOC
KC
HA
INC
AP
AB
ILIT
Y
Enterprise
Potential of
Blockchain for
+ Automated and highly efficient
+ Tamper proof records and immutablebusiness logic
+ Interconnected ecosystems
+ New digital future/ B
LOC
KC
HA
INP
OTE
NTI
AL
Limitations for Mainstream Adoption Today:
+ Performance
+ Scalability
+ Security
+ Interoperability
/ B
LOC
KC
HA
INP
OTE
NTI
AL
Nuco’sTechnology
Proud BoardMembers
/ TH
ETE
CH
NO
LOG
Y
Becoming theStandard
ENTERPRISE BLOCKCHAIN
ENTERPRISE CLOUDENTERPRISE OPERATING SYSTEMENTERPRISE BIG DATA
“We Focus on the Blockchain so YouCan Focus on the App”
+ Network Access
+ Transaction Performance
“The Enterprise Data Hub” “Linux Integration and Support” “Web Infrastructure for Your App”+ Production Scalability
+ Privacy Control
+ Modular Architecture
+ Maintenance & Support
/ TH
ETE
CH
NO
LOG
Y
Products
& Tools
Nuco Kernel Dev Tools Admin Tools API
/ TH
ETE
CH
NO
LOG
Y
API SERVICES DEVELOPER TOOLS DEPLOYMENT
Web3/JS .Net JAVA C++ IDE App framework Profiler On-Prem Cloud
SoftwareArchitecture
SMART CONTRACT LANGUAGE THIRD PARTY INTEGRATION
Solidity Java SC Kotlin ERP Data Distribution PK Management
LOGIC IMPLEMENTATION SMART CONTRACT EXECUTION CONSENSUS ALGORITHM
On-Chain Off-Chain Gas Time Slicing Parallel PoW PoV PBFT RAFT
CRYPTO ENGINE VM ARCHITECTURE DATABASE
SHA2 BLAKE2b SHA3 EVM Multi-EVM JVM LevelDB RocksDB
NUCO KERNEL
/ TH
ETE
CH
NO
LOG
Y
The
Opportunity
Traction
/ TH
EO
PP
OR
TUN
ITY
USE CASES:
WealthManagement Real-time Settlement KYC & AML
Portfolio Management Crypto Space
/ TH
EO
PP
OR
TUN
ITY
+ Reduce redundancies in manualintensive processes
& labour-
+ Improve client relationships and experience
+ Reduce costs in client onboarding andsettlement
/ TH
EO
PP
OR
TUN
ITY
Is the Wealth Management Industry ready?
Blockchains will transform the internet, theeconomy and the world.
Coffee BreakThank You to our Sponsors!
The Regulatory Landscape Affecting the
Wealth Management Industry
John Mountain – Director of Investment
Funds & Structured Products,
OSC
The Regulatory Landscape
What is happening today in the marketplace from a regulatory standpoint?
The Regulatory Landscape
In the field of managed assets, is regulation creating more or less competition?
The Regulatory Landscape
On a related note, how is regulation affecting traditional wealth management
companies’ business models?
The Regulatory Landscape
What Canadian proposals are in the hopper that may impact wealth management
companies in the future?
The Regulatory Landscape
What comes next in terms of Point of Sale and CRM3 regulations?
The Regulatory Landscape
• What is the OSC doing about Fintech?
• It looks to some who read about OSC LaunchPad that the OSC is making it
easier for new entrants to carry on business vs. existing companies. Is there
any reason why the OSC would advantage new entrants?
The Regulatory Landscape
The Statement of Priorities talks about reducing the regulatory burden for
investment funds. Can you please expand on the OSC’s vision to:
• Remove redundant and ineffective disclosure and reporting requirements for
investment funds (some examples?)
• Eliminate overlap in regulatory requirements, and
• Identify ways to enhance electronic delivery of documents
The Regulatory Landscape
There has been a management re-org within your Branch at the OSC. Please
describe it for us, and what you hope to achieve with this re-org.
The Regulatory Landscape
What global regulatory themes should wealth management teams be investigating
as they plan their Canadian operations?
LunchThank You to our Sponsors!
Client PanelJoe Canavan – CEO, LOGiQ Asset Management
Barry Gordon – Founder, First Asset Investment Management
Ashim Khemani – CEO, Stem Capital
Katie Peperkorn – Director, Wealth Management Solutions, ATB Financial
Sue Britton (moderator) - CEO, Fin+Tech Growth Syndicate
Client Panel: “How to Thrive in these Times of Disruption”
What do you consider to be the most disruptive forces in Wealth Management
today and what are the most effective strategies to counter those forces?
Client Panel: “How to Thrive in these Times of Disruption”
Transforming and re-imagining the way established companies respond internally
to disruption is key to enabling innovation. How are your companies tackling
learning and embracing some of these new technologies and ways of working?
Client Panel: “How to Thrive in these Times of Disruption”
Have there been any cases where you have been able to drive learnings from
failure, and can you share some insights with us?
Client Panel: “How to Thrive in these Times of Disruption”
Who do you consider to be the biggest innovators in Wealth Management and
why?
Client Panel: “How to Thrive in these Times of Disruption”
There has been a lot of talk about the role advisors will play in the future and the
human vs robo relationship – what is your view of how this will play out over the
next few years?
Client Panel: “How to Thrive in these Times of Disruption”
If we were sitting together in 10 years and looking at the biggest winners in WM,
who do you think they will be, and what would they have done to create a
leadership position?
Sink or Swim: Why Wealth Management
Can’t Afford to Miss the Digital Wave
Yair Weisblum - Partner, Financial Services
Consulting Strategy & Digital, PwC
Sink or Swim: Why Wealth Management
Can’t Afford to Miss the Digital Wave
Ben - Upping the Ante
Global Financial Services
Sink or swim: Why wealth management can’t afford to miss the digital wave
Key wealth management trends
1. Anticipating problems, finding solutions Global Annual Review, PwC, 2014
2. Asset Management 2020 - A Brave New World, PwC, 2010
How will this affect the wealthmanagement industry?The wealth management industry is at an inflection
point: changing demographics, shifting customer behaviours, changing regulatory environment and new technologies are changing how people manage theirmoney
Regulations (CRM 2.0) have been enforcing fee transparency, enabling investors to see how much their investments truly cost them. Proposals to remove embedded commissions will further erode advice pricing and margins
Due to fee reforms and other factors, there has been an everincreasingshift from active to passiveinvestments.
Shift from technology-enabled human relationships to digital
experiences with humansupport will change the way
services are delivered tocustomers
Automated advisory services delivered online and through
mobile apps will better serve the needs of millennial investors,
who will control over 50% of all investable assets by 2020
Proliferation of automated advisory services and a
continued shift towards passive investment products will put
pressure on traditional revenuemodels
Self-guided and direct-to-customer products will create
new business models and channels and helpturn
unprofitable customer segments into profitableones
Client expectations are now shifting towards a platform that demands accessibility (anywhere, anytime), customized on-demand services and better customerrelationships
The simplicity of new technologies have enabled investors to self- direct even more investment products, reducing the number of interactions and sales opportunities for financial advisors in traditional wealthinstitutions
As Boomers retire, the next three decades will lead tounprecedentedwealth transfer($59T).
PwC
Wealth Management is one of the least digital lines of
businesses
PwC
High Net Worth Clients are adopting and/or interested in technology driven solutions
PwC
Weak affiliation to traditional wealth managers is creating a sector vulnerable to FinTech incomers.
PwC
38% of FIs believe their customers are already interacting with
Wealth Management Fintech Companies….
What financial activities do you believe your customers already
conduct with FinTech companies?
Source: PwC Global FinTech Survey 2017
PwC
… and feel that User Experience, Cost, and accessibility are
key toretaining those customers…
What do you think are the most important
areas to address customer retention in the
context of new FinTech competition?
Source: PwC Global FinTech Survey 2017
PwC
Current and expected partnerships per country
8
Source: PwC Global FinTech Survey 2017
PwC
45%
are currently engaging in partnerships with FinTech companies
(compared to 32% in 2016)
82%
expect to increase FinTech partnerships in the
next three to five years
Financial Institutions are learning to partner…
And integrate
When working with Financial Institutions (or
FinTech companies),
what challenges do you face?
“Traditional Financial Institutions are too slow in implementing things. For a startup it takes no timeto adapt to new circumstances and make changes accordingly. Incumbents take forever.Integrating with them is a nightmare because they lack the culture, know-how, and they lack the incentive.”
CEO of a LatinAmerican FinTechcompany
Source: PwC Global FinTech Survey 2017
PwC
Pw
C
Investment in enabling technologies will help narrow the gap
What are the most relevant technologies for your
business that you plan to invest in
within the next 12 months?
Percentage of large companies that identified these
emerging technologies as the most relevant to invest
in within the next 12 months
Source: PwC Global FinTech Survey 2017
According to PwC’s DeNovo, recent advancements in AI have pushed the technology to the top of the list for financial services. Startups that apply AI to Financial Services have been funded more extensively, with an average funding of US$1 bn over the last two years.
Innovation trends under an industry spotlight
Trends in Financial Services ranked by importance and
likelihood to respond
Source: PwC Global FinTech Survey 2017 & DeNovo
PwC
While 60% of AWMs see future activities at risk, only 30% are
currently engaging in partnerships
83
%
84
% 67
%
89
%
54
%
PwC
45
%
42
%
30
%
Asset and WealthManagement
Percentage of respondents currently engaged in partnerships withFinTech companies
Percentage of respondents expecting to increase partnerships over the nextthree to fiveyears
Banking Insurance Payments
• Most bankers see personal loans (64%) and personal finance (50%) most at risk of moving to a FinTech company.
• Bankers are increasingly turning to FinTech companies to engage in partnerships (54% vs. 42% last year), and to buy the services of FinTech companies (40% vs 25% last year).
• Insurance companies have been accelerating efforts to keep pace with the trends reshaping the market and closing the gap with other financial sectors.
• They are increasingly coming together as 45% engage with FinTech companies, compared to 28% last year.
• 60% of Asset & Wealth Managers (AWMs) see wealth management activities at risk of moving to a FinTechcompany.
• FinTechs and AWMs are just beginning to come together, with only 30% engaging in partnerships.
• Overall, payment companies are confident in their ability to innovate.
• Innovators are being seen as an opportunity for payments companies, especially as 27% are offering their services to FinTech companies (vs. 17% of respondents across all sectors) and as they are increasingly partnering with them (42% compared to 35% last year).
Wealth management industry is poised togrow at a CAGR of 6% with emerging markets
witnessing the maximum growth rate
PwC
Growth of digital advice, a complement to traditional wealth
models
Globally, there are 200+ Digital Advisory firms. Long term, we believe only a handful will
survive, with the survivors becoming platform providers for the
established wealth managementplayers.
Traditional wealth models will still dominate the global asset
management market.
Incumbents will need to maintaintheir market share in the traditional
wealth space and should complement it with digital advisory
services to take advantage of the growth opportunity.
Growth of Global DigitalAdvice Projected Assets Market (AuM)
Industry estimates suggest that the total assets under management by Digital Advisors could grow to
almost half a trillion dollars over thenext 4 years (approximately ~0.5% of the
global wealth management AuM)
Growth of Global Wealth Management Industry(AuM)
$102T
$86.5T$73T
+6%
2014
2015
2020E
$489B
$23.4B$14B
2014
2015
2020E
+81%
Despite strong growth in the Digital Advisory space, it accounts for only 0.5% of the global asset management market due to steady growth of the wealth management industry as a whole
PwC
Artificial Intelligence (AI) is a branch of computer science
dealing
Topic Areas within Artificial Intelligence (non-exhaustive)
Robotics
Knowledge Representation
Deep Causal Reasoning
Machine Learning
Natural Language Processing
Deep Learning
Deep Q&A systems (or Cognitive Computing)
Natural Language
Generation
Virtual Personal
Assistants
Social Network Analysis
Graph Analysis
Recommen der Systems
Sensors / Internet of
Things
Visualization
Simulation Modelling
Audio/Spee ch Analytics
Machine Translation
Image Analytics
with the simulation of intelligent behavior in computers
changed over the last decade? (Data in$B)
PwC
Number of companies : ~1700
$1.3
$0.8
$0.4$0.5$0.3
$0.2$0.2$0.1$0.1
2006 2007 2008 2009 2010 2011 2012 2013 2014 20152016
$2.5
$1.9
$3.5
$0.3
$1.1 $1.0$0.9
$0.7 $0.6 $0.5 $0.5 $0.5
Which category of AI has attracted the most amount of venture investment globally? (Data in $Bfor2005-16)
Number of companies :~1561
$7.4B 44.27%Total Global Investment Global Investment
CAGR (2011-2016) (2011-2016)
·Investment trends indicate increasing interest in adoption of AI for business process efficiencies and for better insight-generation techniques
·Machine/deep learning solution providers have raised the highest amount of funding. This is consistent with the trend that the companies are striving to solve complex problems using pattern recognition enabled by machine learning on top of big data analytics solutions.
AI has drawn significant attention from investors, with machine
learning solution providers raising the highest fundingHow has global investment in AI
Bank of America, Wells Fargo, SEB in Switzerland, DBS in Singapore, RBS and
Natwestin UK, and a number of other banks worldwide are introducing chatbots part of their customer service and digital offerings
Meet Eria, Bank of America’s New Voice AI Banking system
PwC
Hedge funds, private equity, institutional funds, and retail advisors are all using
AI at different stages and different types of investing, trading, and advice
Numerai – crowdsourcing 7500 data scientists to build a hedge fund brain
PwC
What does this mean for you?
Target Customers
&
Segmentation
• Must be prepared to service
‘new- age’ clients who are tech
savvy, and are DIY investors
with lower assetbase• Should also consider advisor
assisted models to not lose sight
of higher asset advisors
Deliver
y
Model
• Must determine the appropriate
delivery models for its target
markets and consider how to
align with existing channels• Determine if the model should
be white label offerings vs.
homegrown offerings
• Determine if their digital
offering will be self-directed or
used as an onboarding tool for
advisors
Products
and
Features
• Must determine the
appropriate products to be
offered via. digitaladvisors• Consider if solution should
focus primarily on ETFs, or
include individual
securities, mutual funds
and alternatives
Pricin
g
Model
• Pricing should be organized
based on products and services,
while also correlated with
account minimums• The shift to lower-cost channel
and investment solutions will
put pressure on pricing and
margins• Consider the financial impact of
drawing customers away from
traditional channels and
products
Applicatio
n of
Data
• Digital channels provide an
opportunity to capture client
behavior, should look to use the
data generated from digital
advisory to gain insights on its
clients
• Client data should be managed
as a currency to drive internal
business decisions on products
and services
When defining the strategy and the model for digital advisory, incumbents must be sure to address five critical focus areas: target customers, delivery model, products, pricing and data
Critical focus areas that you should consider:
PwC
What does this mean for you?
PwC
BuildBuild in-house capabilities
Customized SaaSDevelop customized solution by
partnering with an existing wealth SaaS platform
White LabelPartner with existing Robo-
advisor as a white label product
Pr
os
Co
ns
• Digital offering can be customized according to the requirements of advisors
• Higher level of trust among traditional investors
• Can be easily bundled along with existing services
• Unique advisor option and customer experience
• Defend existing product franchise
• Complete control and fully able to define customer experience based on platform
• Faster-to-market
• Benefit from years of external investment, innovation and research & development
• Freedom of choosing an appropriate target to fill a key capabilitygap
• High level of investments required in technical manpower, systems and skills
• Delay in entering a highly competitive market
• Partner may put limitations on bundling and preferential pricing of offerings
• Software agreements might not be exclusive
• No direct access to digital partner’s clients / AUM
• High acquisition and integration costs
• Apprehensions among traditional investors
• Limited customization
Building, Partnering, White Labeling are three execution strategies worthconsideing
Thank YouYair WeisblumPartner, Financial Services Consulting [email protected]: 647-404- 7552
Coffee BreakThank You to our Sponsors!
Be Bold, Be Brave, Be Experimental
Shawn Kanungo - Sr. Manager, Strategy, Deloitte
BE BOLD
@ S H A W N K A N U N G O
BE BRAVEBE EXPERIMENTAL
DISRUPTION
INNOVATION
DISRUPTION
INNOVATION
DISRUPTION
INNOVATION
DISRUPTION
INNOVATION
DISRUPTION
WHY?
WHY BE BOLD &
BRAVE?
HOW?
HOW DO WE
MAKE SMARTER
EXPERIMENTS?
WHAT?
WHAT DO WE NEED
TO BUILD A
CULTURE OF
EXPERIMENTATION?
@ S H A W N K A N U N G O
@ S H A W N K A N U N G O
@ S H A W N K A N U N G O
DOCTORENGINEER
ACCOUNTANTLAWYER
*MARRY A DOCTOR@ S H A W N K A N U N G O
@ S H A W N K A N U N G O
PIANO
PHONOGRAPH
THE MARKET
DOESN’T
CARE ABOUT US
@ S H A W N K A N U N G O
PIANO
PHONOGRAPH
LOSTWENT
HOME@ S H A W N K A N U N G O
WENT
HOME@ S H A W N K A N U N G O
WENT
HOME@ S H A W N K A N U N G O
GO HOME
@ S H A W N K A N U N G O
“PEOPLE THAT DO NOT
SPEND 5-10 HOURS/WEEK IN
ONLINE LEARNING WILL
OBSOLETE THEMSELVES WITH
THE TECHNOLOGY”
- RANDALL STEPHENSON,
CEO AT&T
GOING
HOME?@ S H A W N K A N U N G O
NEWWORLDORDER
@ S H A W N K A N U N G O
DISRUPTOR
DISRUPTED
OR
@ S H A W N K A N U N G O
89% O F T H E F O R T U N E 5 0 0
CO M PA N I E S F R O M 1 9 5 5 A R E
N OT O N T H E L I S T I N 2 0 1 4
T H E AV E R AG E L I F E S PA N O F A N
S & P 5 0 0 CO M PA N Y H A S
D E C R E A S E D F R O M : 67 YEARS
( 1 9 2 0 ’ S ) TO 15 YEARS ( TO DAY
I N T H E N E X T 1 0 Y E A R S 40%O F A L L S & P 5 0 0 CO M PA N I E S
W I L L D I S A P P E A R F R O M T H I S
L I S T ”
WE CAN’T GO BACK
WHY?
WHY BE BOLD?
HOW?
HOW DO WE
MAKE SMARTER
EXPERIMENTS?
WHAT?
WHAT DO WE NEED
TO BUILD A
CULTURE OF
EXPERIMENTATION?
@ S H A W N K A N U N G O
UberEATSUberCARGOUberRUSH
UberESSENTIALS
UberSANSHUMAN@ S H A W N K A N U N G O
IF YOU DOUBLE
THE NUMBER OF
EXPERIMENTS
YOU DO PER YEAR,
YOU’RE GOING TO
DOUBLE YOUR
INVENTIVENESS– J EFF BEZOS , AMAZON
@ S H A W N K A N U N G O
CONTROLLED EXPERIMENTS
ARE THE FUNDAMENTAL BUILD
BLOCK OF DECIS ION-MAKING
AT AIRBNB
100 EXPERIMENTS3300 METRICS
60% TEAM
P E R W E E K
T R A C K E D
E X P E R I M E N T
@ S H A W N K A N U N G O
CEO KICKED OUT THE DVD
EXECUTIVES OUT OF THE MAIN
MANAGEMENT MEETING
THE DVD TEAM WAS
RESPONSIBLE FOR ALL THE
REVENUE AND PROFIT OF
THE COMPANY
@ S H A W N K A N U N G O
@ S H A W N K A N U N G O
$100 IN 2010
$75,000,000 IN 2017
BITCOIN
5% TO 20% TIME
GMAIL
ADSENSE
GOOGLE MAPS
@ S H A W N K A N U N G O
BUILD EXPERIMENTS
FOR HUMANS.
TASTY
WITH FACEBOOK’S AUTOPLAY
FEATURE, BUZZFEED DISCOVERED
THAT 40 SECONDS WAS THE
MAGICAL ENGAGEMENT NUMBER.
THEY CREATED A TEAM - FB40 -
TO SCALE THEIR VIDEO
EXPERIMENTS. @ S H A W N K A N U N G O
FOLLOW HUMANSIN THE WILD
@ S H A W N K A N U N G O
@ S H A W N K A N U N G O
MEET BARRY
@ S H A W N K A N U N G O
@ S H A W N K A N U N G O
EXPERIMENTAT THE
EDGES@ S H A W N K A N U N G O
IDEATIONNEW IDEAS
INNOVATIONCREATING VALUE IN NEW WAYS
@ S H A W N K A N U N G O
Ten Types of InnovationA framework that helps us both assess innovation
strategies and create new ones. It represents the ten
key areas in which companies can innovate.
Profit Model
Network Structure Process Product Performance
Product System
Service Channel Brand Customer Engagement
CONFIGURATION OFFERING EXPERIENCE
@ S H A W N K A N U N G O
54D E L O I T T E C O N F I D E N T I A L | 2 0 1 4
Successful innovators innovate across
multiple types of innovation
Once you know this, it’s much easier to conceive
breakthrough innovations.
62D E L O I T T E C O N F I D E N T I A L | 2 0 1 4
Configuration
Profit Model Network Structure Process
How you
make money
How you connect with
others to create value
How you align
your talent and assets
How you use signature or
superior methods to do
your work
62D E L O I T T E C O N F I D E N T I A L | 2 0 1 4
Offering
Product Performance Product System
How you create
complementary products
and services
How you you employ
distinguishing features and
functionality
62D E L O I T T E C O N F I D E N T I A L | 2 0 1 4
Service Channel Brand Customer Engagement
Experience
How you support and
enhance the value of
your offerings
How you deliver your
offerings to customers
and users
How you represent your
offerings and business
How you foster
distinctive interactions
54D E L O I T T E C O N F I D E N T I A L | 2 0 1 4
The average innovator tends to pursue singular, product-
based innovation which integrates few other types
175
0
140
105
70
35
0 Types 1-2 Types 3-4 Types 5+ Types
12% 72% 15% 1%
16%
3–10 Innovation Types
84%0–2 Innovation Types
THERE IS A
DIRTY SECRET
TO EXPLOSIVE
INNOVATION @ S H A W N K A N U N G O
ART IF IC IAL INTELL IGENCE
AUGMENTED REAL IT Y
INTERNET OF TH INGS
BLOCKCHAIN
CROWDSOURCING
ARTIFICIAL
INTELLIGENCE
@ S H A W N K A N U N G O
@ S H A W N K A N U N G O
96.7 MILLIONFEDERAL GOVERNMENT WORKING
HOURS ANNUALLY
$3.3 BILLONSAVED
LOW END
@ S H A W N K A N U N G O
1.2 MILLIONFEDERAL GOVERNMENT WORKING
HOURS ANNUALLY
$41.1 BILLONSAVED
HIGH END
@ S H A W N K A N U N G O
500 BILLION DEVICES
CONNECTED BY 2025
CROWDSOURCING
WHY?
WHY DO WE
EXPERIMENT?
HOW?
HOW DO WE
MAKE SMARTER
EXPERIMENTS?
WHAT?
WHAT DO WE NEED
TO BUILD A
CULTURE OF
EXPERIMENTATION?
@ S H A W N K A N U N G O
“ IN ITALY FOR 30 YEARS UNDER THE
BORGIAS, THEY HAD WARFARE, TERROR,
MURDER AND BLOODSHED, BUT THEY
PRODUCED MICHELANGELO ,
LEONARDO DA VINCI AND THE
RENAISSANCE . IN
SWITZERLAND THEY HAD BROTHERLY LOVE
- THEY HAD 500 YEARS OF DEMOCRACY
AND PEACE, AND WHAT DID THAT
PRODUCE? ….@ S H A W N K A N U N G O
THE CUCKOO
CLOCK
@ S H A W N K A N U N G O
VIENNA OF 1900
THE RENAISSANCE
ANCIENT ATHENS
SONG DYNASTY
HANGZHOU
SIL ICON VALLEY
TRUMP ERA@ S H A W N K A N U N G O
DISCIPLINED
SMARTER
CHAOS
EXPERIMENTATION@ S H A W N K A N U N G O
SNL
@ S H A W N K A N U N G O
@ S H A W N K A N U N G O
ORGANIZAT IONS ARE
DESIGNED
TO OPERATE WELL
ORGANIZAT IONS ARE
NOT DESIGNED
TO EVOLVE
@ S H A W N K A N U N G O
DIGITAL STRATEGY
BUSINESS STRATEGY IN A
DISRUPTIVE ERA
BE BOLD
@ S H A W N K A N U N G O
BE BRAVEBE EXPERIMENTAL
Closing Remarks
Anthony Boright – President & Co-Founder,
InvestorCOM
Cocktail ReceptionThank You to our Sponsors!