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Agile Transformation Requires Agile Leadership

It is an open secret that turbulent times have begun for banks and financial service providers. The market environment is more volatile than ever before – external conditions change often, quickly and extensively. How can banks nevertheless be successful in this environment? The key is agility, which can only succeed if the leadership style, which has a significant influence on the personal attitude, mindset and behavior of employees, is also appropriately agile. The question that arises in this context is: What characterizes an agile leadership style and how can the transformation to this leadership style be successful?

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Strategic Leadership in the Context of Digital Transformation (Part 2)

Our modern world, increasingly accelerated by innovative technologies, demands constant adaptation from companies. Digital transformation is now omnipresent. Now, every transformation also means business model innovation. This innovation can either be developed internally or integrated into the company through external acquisitions. Which of these options is selected depends, on the one hand, on the expertise available within the company and, on the other hand, on the prevailing management system, i.e. on the type of guidelines by which the board of directors sets targets for top management and against which it evaluates its performance. There are basically two options available to the board of directors: strategic or financial control. In this article, we will look at the advantages and disadvantages of these two management systems and which of them is better suited to sustainable innovation and transformation, the prerequisites for long-term success in business today.

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Strategic Leadership in the Context of Digital Transformation (Part 1)

While in the past it was sufficient to improve a well-functioning business model through incremental innovation in an attempt to preserve its competitive advantage over the long term, an ever-changing environment with technological innovations and changing customer needs and expectations requires companies to constantly transform themselves and explore new business areas. For this reason, transformation in the context of digitalization is one of the major research topics at the CC Ecosystems. While we at the Competence Center focus primarily on transformation methods and capabilities, in this two-part series, I would like to focus on transformation governance, in particular the role of the board of directors and executive management in initiating and implementing a transformation. Part 1 focuses on the environmental changes that make a transformation necessary and outlines the measures to be introduced by the board of directors.

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How Does Artificial Intelligence Change the Business Models of the Financial Industry? (Part 2)

In order to position itself in the FinTech market with an AI-based application, a company needs a deep understanding of the AI FinTech market, i.e. both the existing applications and the business models that have developed around these applications. In the first part of this blog post, we used the AI Application Taxonomy, a tool to describe the properties of an AI application in more detail, to analyze a total of 79 AI applications from 75 FinTechs and to identify four overarching application archetypes. In the second part, we now focus on the business models within which these applications are used and the resulting positioning options for financial institutions.

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How Does Artificial Intelligence Change the Business Models of the Financial Industry? (Part 1)

Assessing the strategic opportunities that the use of Artificial Intelligence (AI) provides a company with requires a sound understanding of AI-based applications. Such an understanding includes not only knowledge of the possible functionalities of AI-based applications (Dietzmann & Alt, 2020), but also knowledge of the characteristics that describe these functionalities in more detail (e.g. the speech input for the speech recognition functionality can be received as an acoustic signal or be available digitally in the form of a video). Combined, these two aspects enable a detailed analysis of existing AI-based offerings, on the basis of which positioning opportunities vis-à-vis competitors in the target market can be identified. The Competence Center Ecosystems has therefore not only developed the periodic table of artificial intelligence but also the “AI Application Taxonomy”, which contains the currently observable characteristics of AI-based applications. In the current and first part of the blog post we introduce the taxonomy and then analyze a sample of European AI FinTechs.

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The State of the Art in Artificial Intelligence – Impressions from HICSS 2020

Scientists are people who work theoretically, are very correct and often withdrawn – so the widespread impression. Far from it, as I was able to experience at the 53rd Hawaii International Conference on System Sciences (HICSS): From a keynote on “bullshit” in the scientific literature to findings on artificial intelligence (AI) in game development and the future of work, exciting, very diverse and above all very practice-oriented topics were addressed. In the following I give a short summary.

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Free Webinar: Investing in Tokenized Assets – Emergence of a New Assets Class for Asset Managers

The Business Engineering Institute St. Gallen and the Frankfurt School Blockchain Center cordially invite you to a virtual panel discussion on May 20th where landmark companies in the blockchain space discuss the outlook for crypto assets as an alternative asset class as well as forthcoming market developments.

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Structuring Open Business Capabilities – A Structuring Approach for API Initiatives

APIs represent an important component of the digital transformation towards networked business models. This inevitably raises questions: Do I start by providing an API developer portal or an overall strategy? Which infrastructure components should be used and to what extent should I provide central guidelines? How can I prioritize possible activities? The “API House of Digital Business” provides assistance in answering these questions.

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Reflections on the Future of Swiss Banking

The financial sector is currently facing one of its biggest challenges with the Corona pandemic: A collapse in economic growth, high unemployment, credit defaults and volatile stock markets. Furthermore, the old problems such as pressure on margins, increasingly intense competition, the shift of the customer interface towards innovative fintechs and the ubiquitous digitalization have not yet been solved. These developments challenge traditional business models of local banks, but also offer opportunities for those who are willing to change or reinvent themselves.

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Are we heading for a happy society?

In a few years’ time, new or further developed sensors in smartwatches will not only record the wearer’s movements, but also their heart rhythm and breathing as well as their stress levels via measuring their skin surface tension. Around the world, thousands of developers are working on the new possibilities, hundreds of investors are evaluating the economic potential, and millions of consumers are waiting for the new gadgets. Will intelligent machines such as smartwatches with such capabilities bring us one step closer to a happy society?

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[Event] Crypto Meets Banking: How to Blockchain-Enable the Financial Sector?

Crypto Meets Banking: How to Blockchain-Enable the Financial Sector? On January 20, 2020, we will discuss this question at an event hosted by the Frankfurt School Blockchain Center and by BEI St. Gallen. We think it is now clear that blockchain, crypto assets and DLT have made their way, will not fade away and will revolutionize the financial sector. The question therefore is how to blockchain-/crypto-enable existing banks and financial institutions.

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