Innovation, the conversion of the new to business as usual, is a
very special business process. It is the business process able to
reprogram all others. Creating the practices that make this process
work is a key challenge for all in financial services that are
worried about responding to the future. When an institution can
identify things that are outside its present practices and convert
them, production line style, into products, processes, cultural
changes, or new markets, it will never be outpaced by internal or
external change again. The institution becomes "FutureProof."
This is a book about those practices in banks. It explains,
using examples from institutions around the world, what it takes to
create an innovation culture that consistently introduces new
things into undifferentiated markets and internal cultures. It
shows how banks can leverage the power of the new to establish
unexpected revenue lines, or make old ones grow. And it provides
advice on the social and political factors that either help or
hinder the germination of the new in banks. Moreover, though, this
is a book about the science of innovation in a banking context.
Drawing from practices already highly developed in financial
services--managing portfolios of assets to mitigate risk--it
explains how practitioners can run their innovations groups like
any other business line in the bank one that delivers a return on
investment predictably and at high multiples of internal cost of
capital.
For leaders, "Innovation and the Future Proof Bank" provides the
diagnostic tools to guide benchmarking and investment decisions for
the innovation function. And for innovation practitioners, the book
lays out everything needed to make sure that converting the new to
business as usual is predictable, measurable, and profitable.
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