At a time when the world is dealing with COVID-19—economic, political, social, medical, personal and even spiritual—it is up to financial services organization leadership to look forward to the lasting impacts on banking and finance. Innovation breadth during times of great crisis will not be challenged, and the operating result will be a very foreign landscape to those anticipating minimal post-crisis adjustments.
Tag: Mark Dangelo
Mark P. Dangelo: Are Bankers Necessary?
In an age of innovation and rising artificial intelligence, are major functions facing commoditization, disintermediation, or automation as synthetic intelligence increases? What will remain after data science advancements improve the efficacy of automation, as consumers increasingly move into a fully digital delivery model?
Mark P. Dangelo: Are Bankers Necessary?
In an age of innovation and rising artificial intelligence, are major functions facing commoditization, disintermediation, or automation as synthetic intelligence increases? What will remain after data science advancements improve the efficacy of automation, as consumers increasingly move into a fully digital delivery model?
Mark P. Dangelo: Are Bankers Necessary?
In an age of innovation and rising artificial intelligence, are major functions facing commoditization, disintermediation, or automation as synthetic intelligence increases? What will remain after data science advancements improve the efficacy of automation, as consumers increasingly move into a fully digital delivery model?
Mark P. Dangelo: The Challenges of Reskilling—Part 3
While reskilling initiatives lack the sensationalism of postulating alien radio waves, the innovation predicament caused by continuous innovation cannot be “waved away” by slogans, academics or politicians. Reskilling workforces is likely the largest challenge of the decade facing every banking leader.
Mark P. Dangelo: The Challenges of Reskilling—Part 3
While reskilling initiatives lack the sensationalism of postulating alien radio waves, the innovation predicament caused by continuous innovation cannot be “waved away” by slogans, academics or politicians. Reskilling workforces is likely the largest challenge of the decade facing every banking leader.
Mark P. Dangelo: The Challenges of Reskilling—Part 3
While reskilling initiatives lack the sensationalism of postulating alien radio waves, the innovation predicament caused by continuous innovation cannot be “waved away” by slogans, academics or politicians. Reskilling workforces is likely the largest challenge of the decade facing every banking leader.
Mark P. Dangelo: The Challenges of Reskilling—Part 3
While reskilling initiatives lack the sensationalism of postulating alien radio waves, the innovation predicament caused by continuous innovation cannot be “waved away” by slogans, academics or politicians. Reskilling workforces is likely the largest challenge of the decade facing every banking leader.
Mark P. Dangelo: The Challenges of Reskilling Workforces, Part 2
During an age of mass economic disruption and customer reorientation, innovative leaders will wrestle not only with the challenges of reskilling existing workforces, but also must filter every initiative through politics, social chaos and industry axioms if they are to add clarity to the Innovation Predicament.
Mark P. Dangelo: The Challenges of Reskilling Workforces, Part 2
During an age of mass economic disruption and customer reorientation, innovative leaders will wrestle not only with the challenges of reskilling existing workforces, but also must filter every initiative through politics, social chaos and industry axioms if they are to add clarity to the Innovation Predicament.