sff iceland 2015 mckinsey

7262019 Sff Iceland 2015 Mckinsey

httpslidepdfcomreaderfullsff-iceland-2015-mckinsey 135

983111983151 983108983145983143983145983156983137983148 983151983154

983113983139983141983148983137983150983140983145983139 983110983145983150983137983150983139983145983137983148 983123983141983154983158983145983139983141983155 983105983155983155983151983139983145983137983156983145983151983150

983118983151983158983141983149983138983141983154 983090983094983084 983090983088983089983093

983110983145983150983137983150983139983145983137983148 983123983141983154983158983145983139983141983155 983137983154983141 983156983154983137983150

983112983141983150983154983145983147 983105983150983140983141983154983155983155983151983150



Henrik Anderss

henrik_anderssonmckinseycom

Favorite gadgetBose headphones

Favorite appVivino

Partner StockholmMcKinseyrsquos Business Technology Office

Leader in McKinseyrsquos Digital and ITTransformation Management practices



AGENDA

Financial services are going Digital

What should you do

Value at stake is significant



Digital is impacting financial services in a big way

SOURCE AIB httpyoutube8OIDv_NSSdU

At Allied Irish Banksmortgages can now opened in lt30 min

Resulting in gt70 uorigination costreduction

Automated approvaprinciple of gt80

Massive impact oncustomer experienc

30 minutes to handleapplication vs 10 da



Digitization is fundamentally changing the financial

services landscape

Digital

attackers

Price and margin

pressure throughtransparency

Blurring li between in

Winner takes all

dynamic Talent mis

Change in customer behavior




services landscape

Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




Mobile digital is becoming the preferred

channel for many consumershellipRecent survey of consumers

PervasiveldquoLet me shop

wherever I amrdquo favor retailers with a consistent cross-channel experience85

of interactions occurred over multiple brand channels56

PersonalizedldquoMake itrelevant to merdquo are willing to share personal information in exchange for more35

want to receive promotional offers that reflect their preferences72

of Netflix views now come from its personalized recommendat75

PrescriptiveldquoIrsquom in controlof the shoppingprocessrdquo

of tablet use is in bed21

of those who check prices in-store have delayed purchase bas65

now use their smartphones to check prices on the go50

of Walmartrsquos online sales are Buy Online Pick Up in-store~50

Participatory ldquoI have a voicenow and I am

going to use itrdquo of shoppers have created user-generated content online50

increase in sales when a product is posted on Pinterest or Tum70

CHANGING CONSUMER EXPECTATIONS AND BEHAVIORS



69

73

56

32

69

59

32

5148

40

32 30

1914

hellipbut consumers are forced to be less digital in

the financial services environment in most countries

1 Percentage of all individuals having done an online purchase (any product or service) in the last 12 months

2 Base on McKinsey multichannel surveyrsquos question ldquoPlease indicate which channel you prefer for opening account (current savings credit card)rdquo3 Estimate based on Iceland online banking penetration and correlation between digital account opening preference with online banking penetration4 Respondents sample biased towards urban tech savvy population

SOURCE McKinsey research

UK GermanyNetherlands Sweden PolandIceland France S


Percentage of people having bou

Share of respondents preferring d

77



Digital channels are already a reality ndash

and adoption is accelerating

82

66

2014 2015

+25

Top-performer on-line

banking usage

Top-performer mobile

banking usage

4533

+36

20152014

Mobile ba

transaction

grew near

June 2013

SOURCE Finalta Digital amp Multichannel benchmark press research

Percent of customers using respective channel (90 days active channel usage) top-performer



Digitization is fundamentally changing the financialservices landscape

Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental

Incumbents experience disruption slowly then sudde

Netflix vs Blockbuster (2004-2010)Revenues USD billions



0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90

Cost out potential as of total costs

projected sales online in 2017

Consumer electronics

Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus

Financial services are highly susceptible to disruptio

Three cluste

Enablement fouser behavioursignificant ldquoinpu

Post Digital N

models largely new norm

Radical reshap

Dematerializedmajority of costand servicing re

SOURCE McKinsey analysis



FinTech attackers are proliferating

FinTech startups

on the market today

12000+



Attackers are now moving into products that lsquohurtrsquoDistribution of Fintech activity

SOURCE McKinsey Panorama Fintech Database



Attackers always change the game on cost

42 22 31

38

12

26

31

08

04

Top 3majors

111

-66

ProductdistributionGampA

ACMI2 + fuel

Infrastructure(station feesground handling)

65

-41

38

Operating costs 2004(available seat kilometres)EUR cent per ASK Adjusted1

SOURCE IATA AETF AEA annual reports Expert interviews McKinsey analysis

300

10-2

Pure onlinebank

Traditionalbank

70-150

Customer acquisition costsUSD per customer

1 Stage length 800 km inflation adjusted to 2004 adjusted for seat density 2 Aircraft crew maintenance insurance3 Cost mainly on promotion per expertrsquos estimation 4 If they acquire the customers from the already existing platform users

Estimates based on expertsrsquo experience

EXAMPLE AIRLINES



AGENDA



What should you do



Financial services are driving digitization initiatives in

Multi-channel

Socialmedia

Mobilechannel

Connectivity

Improved sales service andexecution channels

Tailored e-sales capabilities

Enterprise social network to driveproductivity through collaboration ldquoApprdquo-

ification

STPpaper-less

End-to-enddigitisation

Automation

Full straight-and paperle

managemen Improved ef

processing (workflow en

Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma

Data to offerpersonalisedproducts

Real-time en

to control sy Timely and r

managemensupport dec

Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation

Leverage digital capabilities tomonetize new products

Customer intimacy through tailoredsolutions developed by leveraging

customer insights including newadjacent services

Re-invention of business modelthrough outsourcing and partnerships



4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion

hellipand there is significant value at stakeImpact from digital percent of net profit

Innovativenew offers bycompetitors

Increased revenues dueto innovative new offers

business models

Increased revenues Using data to cross-sell New products Distinctive digital sales

9-10

Lower operational cost Automationdigitization Transaction migration

Increased operationalrisk



Financial institutions need to undergo major transfor

From hellip To hellip1 30 of processes fully digitized gt80 of processes fully digitizedOperations

4 Two-speed IT architecture fastcustomer-facing part and stable + secutransactional core

IT archi-tecture

Inflexible legacy architecture

3 Extensive use of big dataadvanced

analytics

Data Massive amounts of internal

data unused

5 Two-speed organization with ring-fencedigital talent

Agile delivery with fully integrated IT anBusiness teams

Organiza-tion and

ways of working

Digital roles spread across theorganization

Business and IT workingseparately waterfall delivery

Silicon Valley style innovation culture

Combination of new digital talent withwith digitally upskilled existing talent

6 Innovation

cultureand talent

Internally focused innovation

failure not an option Traditional banking talent

2

Mobile-centric distinctive seamlessmultichannel experience with gt50 sale

and advice via remote amp digital channels

Simple transactions gt95 migrated todigital

Channels

Person-to-person centric viewwith separate digitalremote

channels mainly for simpletransactions and support

Transactions across all channels

1 Operations



Huge potential in process transformation towardsmore digitizationhellip

Number of FTE (lsquo000)

0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes

Top 20ndash30 end-to-end processesaccount for ~ 40ndash50 of costs and80ndash90 of customer activity

Top processes (banking) Account openingonboarding

Mortgage Lending Customer enquires

Top processes (insurance) Enquiring about life products Manage relationships with

intermediaries Buy life protection critical

illness cover

1 Operations



hellipboth in terms of cost and customer service

35

100 -65

10-15minutes

-992-6 days 100

24

Client example Account-opening digitization

No ofmanua

Processing costsIndexed to 100

Time to open accountCustomIndexed

From hellip

To hellip

Branch- based

32 processsteps 25automated

Automated

process 25process steps65 automated

E i t t d K i t k th i

2 Channels



Ever more integrated ndash Knip takes over the insuranc

3-page sign-up process

Taking over yourinsurance relationship

in minutesSelect where you think yoinsuranceVery little information reqHand over your relationsh

$X bn

SOURCE McKinsey

D t K bb lsquoR b rsquo f tli t3



Data Kabbage uses a lsquoRoborsquo frontline toapprove mid-sized business loans

3

SOURCE Company Web sites press research McKinsey

Kabbage vs Normal Mid-Corp experience

100 online and automatedlink existing accounts

Apply Start online then send inadditional financial data

Instant decision online Decide 2-3 days

Instant (Pay-Pal) 1-3 days Funds 3 days to 2 weeks+

12 for 6 months Fees 38 or higher for 6 months

Based on current usage Repay Fixed of total facility

$

T d f i ti4 IT architecture



Two speeds of innovation

2-speed IT architecture

Fast speed

Integration layer

Transactional core

Characteristics of the fast speed architecture(customer-facing part)

Datafication

Modularity

Deployment

Scalability

Characteristics of the transactional core

Stability

Security

Cost-

efficiency

Flexibleconfigurable

No delay and available cross chan

Analytics on big data pool is availareal time and easy to integrate

Platform scales automatically

Stable performance and close to

downtime for upgrades

Secure architecture

Cost-efficient technologies and pro

Digital transformation ill req ire a 180 degree shift5 Organization



Digital transformation will require a 180-degree shiftin ways of working for business and IT

Ongoing refinement of requirtogether with business and cust

Writing detailed requirementsdocuments

Continuously working together functional teams on developin

IT solution developed independently by ITdepartment then handed over for testing

Rapid prototyping and contin Extensive testing before release

(hence long release cycles)

From hellip To hellip

New digital culture required6 Innovation culture and talent



New digital culture required

LaCaixa crowdsourcing innovation eg hosting

developer parties to develop mobile apps

SOURCE httpwwwfinappspartycom

AGENDA



AGENDA



What should you do

Transformation pattern is relatively predictable




Tipping point

Time

Laggshrink

ldquoNnorm

New technologyemerges

Innovativestartups disrupt

Early adoptersemerge

Advanced incumbentsstart adapting

Mainstreamcustomersshift

Start-upsexploitnew tech

Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years

3 important lessons wersquove observed



3 important lessons we ve observed

Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about

the ldquoInnovatorrdquo ndash itrsquos abouttheir model

Pay attention to(new) customer

behaviour

Face up to thenew (superior)

economics

5 ndash 10 yearsTime

The lsquodigital playbookrsquo is by now well known



The digital playbook is by now well known

Act quickly

Build new businesses

Think like an attacker

Focus on the customer

Innovate

Experiment

Hire new talent

But the playbook is flawed




Risks running in the wrong dire

Doesnrsquot fix your core business

You are not an attacker

ldquoFaster horserdquo problem

Not really what banks are know

Doesnrsquot move the needle

You have too many people alr

Act quickly




Innovate

Experiment

Hire new talent

I suggest an alternative play book




Act thoughtfully

Transform your core business

Think like a winning incumbe

Focus on agility

Copy proven models

Invest at scale

Build new capabilities

Act quickly




Innovate

Experiment

Hire new talent

Are you using your existing assets while you still can




Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you



Henrik Anderss

henrik_anderssonmckinseycom

Favorite gadgetBose headphones

Favorite appVivino

Partner StockholmMcKinseyrsquos Business Technology Office

Leader in McKinseyrsquos Digital and ITTransformation Management practices



AGENDA


What should you do














services landscape

Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





services landscape

Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis























69

73

56

32

69

59

32

5148

40

32 30

1914










77





82

66

2014 2015

+25


banking usage


banking usage

4533

+36

20152014

Mobile ba

transaction

grew near

June 2013






Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental





0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you



AGENDA


What should you do














services landscape

Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





services landscape

Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis























69

73

56

32

69

59

32

5148

40

32 30

1914










77





82

66

2014 2015

+25


banking usage


banking usage

4533

+36

20152014

Mobile ba

transaction

grew near

June 2013






Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental





0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you













services landscape

Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





services landscape

Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis























69

73

56

32

69

59

32

5148

40

32 30

1914










77





82

66

2014 2015

+25


banking usage


banking usage

4533

+36

20152014

Mobile ba

transaction

grew near

June 2013






Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental





0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




services landscape

Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis























69

73

56

32

69

59

32

5148

40

32 30

1914










77





82

66

2014 2015

+25


banking usage


banking usage

4533

+36

20152014

Mobile ba

transaction

grew near

June 2013






Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental





0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you






















69

73

56

32

69

59

32

5148

40

32 30

1914










77





82

66

2014 2015

+25


banking usage


banking usage

4533

+36

20152014

Mobile ba

transaction

grew near

June 2013






Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental





0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you





82

66

2014 2015

+25


banking usage


banking usage

4533

+36

20152014

Mobile ba

transaction

grew near

June 2013






Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental





0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis





Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental





0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




Digital

attackers

Price and margin



Winner takes all

dynamic Talent mis




2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental





0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you



2004 2005 2006 2007 2008 2009 20

60

Physical rental

05

Digital rental





0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you



0

5

10

15

20

25

0 10 20 30 40 50 60 70 80 90




Flights

Mobile telco

Music retail

Grocery retailing

Insurance (PampC)

Apparel retail

Retail banking

Radical reshape

Post-digital

Enablement focus


Three cluste


Post Digital N


Radical reshap






FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




FinTech startups

on the market today

12000+








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you








42 22 31

38

12

26

31

08

04

Top 3majors

111

-66


ACMI2 + fuel


65

-41

38



300

10-2

Pure onlinebank

Traditionalbank

70-150




EXAMPLE AIRLINES



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you



AGENDA



What should you do




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




Multi-channel

Socialmedia

Mobilechannel

Connectivity




ification

STPpaper-less


Automation




Digital-enabled

sales

Real-timeMIS

Nextproductto buy

Decision-ma


Real-time en



Productinnova-

tionBusiness

modelinnovation

Innovationculture

Innovation







4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you



4

4-7

30-31

14-16

2

10-13

5-6

Margincompres-sion




business models


9-10








IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you






IT archi-tecture



analytics


data unused



Organiza-tion and

ways of working





6 Innovation

cultureand talent



2




Channels




1 Operations





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you





0 100 200 300 400 500 6

20

50

40

10

30

0

60

80

70

90

110

100

Number of processes






illness cover

1 Operations




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




35

100 -65

10-15minutes

-992-6 days 100

24


No ofmanua



From hellip

To hellip

Branch- based


Automated



2 Channels







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you







$X bn

SOURCE McKinsey





3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




3









$






Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you





Fast speed

Integration layer

Transactional core


Datafication

Modularity

Deployment

Scalability


Stability

Security

Cost-

efficiency







Secure architecture




















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you


















AGENDA



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you



AGENDA



What should you do





Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




Tipping point

Time

Laggshrink

ldquoNnorm







Digitalmodels

proliferate

Customersshift and

Incumbentsstruggle

5 ndash 10 years





Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




Tipping point

Laggshrink

ldquoNenorm

Itrsquos not about



behaviour


economics






Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




Act quickly




Innovate

Experiment

Hire new talent












Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you











Act quickly




Innovate

Experiment

Hire new talent





Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




Act thoughtfully



Focus on agility

Copy proven models

Invest at scale


Act quickly




Innovate

Experiment

Hire new talent





Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you




Engage

Mine

Reshape

Digitise

Repurpose

Customers

Data

Balance sheet

Brand

Talent

Cash flow Invest



Thank you



Thank you

sff iceland 2015 mckinsey

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