Bay Area Digital Executive Dinner Series 

Register for the event by completing the form below.

Farallon | 450 Post Street | San Francisco, CA 94102
Wednesday, May 1 at 6pm PT

ISG Partner, Prashant Kelker will present
Implementing & Tracking a Digital Operating Model

TOPIC:  Implementing & Managing New Digital Operating Models

WHY ATTEND:  This session will focus on understanding what others are doing to establish and govern digital operating models in the new world.  We will be speaking to the challenges they face, and how some companies have overcome these challenges – the key topics we will address are:

• How should the organization structure adapt/change to address new digital models, and how have the leading companies executed change management?

• How will the design and execution of technology transformation programs inform and build its required target business capabilities iteratively using an evolving provider ecosystem?

• How do you ensure a solid digital backbone and operating model is established and maintained to scale and ensure quality in your transformation programs?

• How do you harness emerging technologies and bring them to mass scale usage within your enterprise (automation, analytics, ML, cloud, blockchain, etc.)

AGENDA:

  • 6pm PT Networking/Happy Hour:  45 minutes
  • 7pm PT Dinner:
  • Appetizer:  Implementing & Tracking a Digital Operating Mode
    Presented by Prashant Kelker, ISG Partner - Digital Strategy & Solutions
  • Dinner:  Open Q&A
  • Dessert:  Future Topics & Networking

This is a great opportunity to network and learn from peers. Feel free to bring a colleague!

Upcoming dinners:

Date TBD - Palo Alto: Blockchain Reality & Impact

Date TBD - San Francisco: The Automation Journey Conundrum

How to Be a Partner to the FS Sector Through Recovery

We at TPI have said before that outsourcing adoption in the financial services industry is critical to the growth of the overall market. With active annualized outsourcing contract values worth more than $11 billion collectively, it is one of the largest buyers of outsourcing. The decline in activity during the 2nd quarter is indicative of just how much stronger regulation and weaker balance sheets have adversely affected financial institutions.

Like most other sectors, senior leadership is mandating initiatives to reduce costs while also increasing productivity and quality. Profitability for banks has and will be reduced as consumer demand shrinks and more cautious lending practices are enacted. This is leading banks to look within to improve how their capital base, liquidity, risk management and market-facing entities are managed while also looking outward to better understand existing customers’ preferences so that expanded services (mainly online & mobile banking) can be made available.

Companies in this sector with active outsourcing contracts (one third of 307), will need to take these steps to reshape its business model as it recovers from the financial crisis. Due to its maturity in outsourcing, more value-added and complex analytical work is outsourced, though many firms are also looking to shared services, process improvements, and offshoring to captive or lower-cost domestic service centers for solutions.

Cloud computing is a hot topic for many firms looking at its offerings closely, but the pressure to rapidly respond to market opportunities is pushing firms to commit more to long term infrastructure transactions such as SaaS. Flexibility, innovation, continuous improvement and process reengineering are all deliverables that banks will look for particularly as banks try to optimize their global delivery strategies and M&A takes them in and out of markets. Opportunities for service providers exist in being able to show evidence to support their claims that technology/services offered will deliver on its promise.

For more information about outsourcing activity in the Financial Services sector and other industries, please contact Paul Reynolds at paul.reynolds@tpi.net.


About the author

Paul Reynolds leads Momentum, a division of ISG that provides research services to help service providers better target, win and retain business. Paul has 25 years of market research experience with specific expertise in methodology development, data analytics and research process design. Having found many service providers’ Advisor Relations functions to lack appropriate analytics, Paul is working to develop innovative new approaches that allow for data-driven programs based on the unique needs of each client. His approach benefits Advisor Relations, go-to-market functions, sales, strategy, marketing, and market/competitive intelligence teams.