A wise person once said "It is not happy people who are thankful. It is thankful people who are happy." We wanted to take this opportunity to thank you for supporting THINK throughout the years and keeping us happy. And ensuring you are always on top of the newest thinking in leadership, digital transformation and advancing the movement.
The invisible bank of the future. “A real shift in banking would require building out core platforms from scratch – and few banking CEOs have the risk appetite for that,” states KPMG. “The winners will be those that are able to utilize their data, drive down costs, build effective partnerships with a broad range of third parties, and of course, those with robust cyber security.”
More important than ever: How leaders can focus on the big picture. "They might no longer be needed for the daily grind of managing the business and can instead use their time and effort for the true work of leadership. That is, they can think about the strategic rather than the tactical, focus on the future rather than the present. After all, isn’t that why they wanted to become leaders in the first place?"
Six near-term trends influencing the business of marketing. Marketers need to re-examine their value proposition and ask themselves if their brand’s “values” are clearly articulated and if their actions, marketing and every touchpoint with a consumer and customer backs this up. It goes beyond satisfying rational and emotional needs but adding the third dimension of “societal” but above all else—all three dimensions need to be true to the brand and supported by proof points. This becomes not only the job of the chief communications officer and CEO but the CEO, CMO and CEO working in tandem. Few brands have been able to successfully “stand for something” because it takes a village to pull this off right and in line with the brand values.
Why believing you're not as good is an unfair advantage. It worked for many
IT can be a Death Star. Highly recommended on a digital transformation in the UK government. "We started to fix legacy systems rather than buying more band-aids. We started saying ‘no’ to the small oligopoly of big systems integrators that dominated government IT. We made it easier for a new breed of supplier to work with us. We stopped pretending government was special and started to use open standards, open source and cloud computing like everyone else. We tackled the friction in things like procurement, information security and funding. Because the truth is you can't do proper transformation without also doing all of this. If you try to, you'll just end up with some shiny apps on top of a mountain of expensive, messy crap."