He wrote the Handelsbanken case on one of the world’s most profitable banks. He has written several financial services cases in addition to Handelsbanken. These include Wells Fargo, Affinity Plus, information intermediaries like Chex Systems and few more He also done extensive research and data analytics on customer channel preferences and behaviour in banking as well as alternative bank lending models.

He leads the Centre for Organizational Entrepreneurship for Filene Research Institute (they are a think tank for cooperative financial institutions). In that centre they conduct research and writing on service, product, and delivery channel innovation in financial services.

Turning Crisis into Opportunity: Emerging Stronger Post-Covid-19 with Prof. Dennis Campbell from Harvard Business School

As the coronavirus infects the global economy to the point of virtual shutdown, daily predictions of GDP decline are getting worse by the day. Predictions that the world’s output could decline by at least 25% might be optimistic. International Labour Org, a UN agency, predicts the impact could see 195 million job losses.

As one of the current crisis responders, the Insurance sector may face a daunting task to mitigate the impact the crisis will have on their short-term and long-term financial outlooks.

Insurance companies play a pivotal role during times of economic stress by helping companies and households manage risks and cushion against losses. It is critical to understand the potential impacts to the business—such as those from loss of life and health-impacted insureds—to being able to manage shifting liabilities and assets, interruptions to supply chains and potential litigation. There is an opportunity to re-evaluate how technology, insight and analytics can accelerate the future growth and competitiveness of insurance institutions. To move forward will require a new perspective from most C-suites regarding priorities, deployment of resources and futureproofing the workforce

The year 2020 began with the Covid-19 global crisis, forcing unprecedented change upon leaders to manoeuvre into a new norm within their organizations. Insurers are being challenged to review and update their crisis management plans and take steps to continue operations with minimum disruption to clients. Balancing the need for responding to this influx of activity in centres with a remote workforce has to be addressed. During a major crisis like this, insurers should start preparing for the future by accelerating the digitization of their operations and planning for business opportunities ahead by quickly embracing the new “Data Driven Culture”. Unfortunately, only 8 out of 10 companies found that business adoption of Big Data and AI initiatives remains a major challenge.

How can organizations quickly learn and adopt key drivers in Digital Transformation from similar financial intermediaries such as traditional banks ?

Why should you attend ?

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Speaker Profile

Dennis CampbellDwight P. Robinson, Jr. Professor of

Business AdministrationUnit Head, Accounting and Management

Harvard Business School

To register, contact;Farouk: +6 019263 6953Kugan : +6 016 406 5010Email : info@thecads.com

Webinar: The New Norm for the Banking & Financial Sector Post Covid-19 conducted by Professor Dennis Campbell, Dwight P. Robinson, Jr. Professor of Business Administration from Harvard Business School, and focuses on successful Data Culture Transformation.

Overview Join us at this interactive 2-day session and leave with valuable insights.

Date: 21 & 22 April 2020 | 9.00am – 12.00pm ( MYT)Register by 16 April 2020 for seat confirmation and prework distribution

CADS 2020Webinar Series

Program Fee: RM4,500 per person(Exclusive for MII members)

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Speaker Profile

Dennis W. Campbell joined the faculty of the Harvard Business School in 2003. He is currently the Dwight P. Robinson Jr. Professor of Business Administration. In addition to his academic position, he also serves as the Head of the Accounting & Management unit at HBS. During his time on the faculty, he has taught in and chaired a variety of courses in the school’s MBA, doctoral, and executive education programs in Boston, Asia and the Middle East.

Professor Campbell's research and teaching activities focus broadly on the intersection between strategy, organizational culture, and management control systems. His current research examines how leaders can design and scale high performance cultures through deliberate choices in organizational structure and management systems – particularly in the context of enabling decision-making that is more responsive to local markets and customers. He has studied these issues extensively in both domestic and international contexts and has published numerous case studies

across a variety of industries including retail, hospitality, financial services, and consumer-goods manufacturing.His research has been published in leading academic journals including Journal of Accounting Research, The Accounting Review, Manufacturing & Service Operations Management, Management Science, and the Journal of Service Research.

Professor Campbell received his doctorate from Harvard Business School and his bachelor’s degrees in mathematics and economics from the University of Redlands (Redlands, CA). Prior to beginning his doctoral studies, he worked at the Board of Governors of the Federal Reserve in Washington, D.C. on research and policy related to the structure, conduct, and performance of U.S. banking institutions and markets. He is currently serving on the board of the Harvard University Employees Credit Union and is a research fellow at the Filene Research Institute. He enjoys living in Sudbury, MA with his wife, son, and daughter.

Day I: Mindset Change During Crisis

Having survived the 2008 Financial Crisis, learn how Sweden’s Handelsbanken has managed to thrive in relevance amidst disruptions from new competitors. The case study explores how the bank’s strong positive corporate culture and localism ideology has generated consistently high profitability, customer loyalty and employee satisfaction.

Itinerary

Day II: Visionary Leadership Drives Digital Transformation

Explore the journey of Eastern Bank, a 200-year old British bank and hence very traditional establishment that created an ambidextrous structure to pursue digital innovation in business lending. The case study will examine the importance, challenges and opportunities of experiments in the context of digital innovation. Ultimately, the case study is about leadership and transformation in the context of digital innovation and focuses on the CEO's efforts to change and update the culture of a very traditional business.

The traditional, analogue, organizational structure is an endangered species. With or without the current Covid-19 pandemic, leaders must initiate the need to be bifocal; achieving short-term improvements to an organization’s operational efficiencies, whilst cementing a longer-term vision of how they will compete digitally. The crisis now will be a catalyst to accelerate IR4.0 and set the new norm for the industry.

To register, contact;Farouk: +6 019263 6953Kugan : +6 016 406 5010Email : info@thecads.com