• David Eldon, Chairman, The Asian Banker Summit
• Chartsiri Sophonpanich, Chairman of the Thai Bankers’ Association and President of Bangkok Bank

Keynote Address by Prasarn Trairatvorakul, Governor, Bank of Thailand

Leadership Dialogue with Mr. Richard M. "Dick" Kovacevich, former Chairman of the board of directors and CEO of Wells Fargo & Company

In a country where scale and efficiency are the need of the hour to provide consistent and innovative services across customer segments including the “social objectives” of reaching the unbanked, SBI has created a benchmark of having implemented a massive project. What can we learn from this experience?

• Krishna Kumar. A, Managing Director & Group Executive (National Banking), SBI
• Pradeep Kumar Panja, Deputy Managing Director (Information Technology), SBI

This uniquely structured session will look to juxtapose the learnings with real life case studies from other countries in an attempt to :

• Create a body of knowledge on growing prowess in technological implementations in FSI
• Examine the architecture and structure involved that followed such a massive growth in the institution
• Understand the project management processes and the modern problem solving aspects

The technology world is abuzz with developments in the field of big data and these developments are trickling into financial services industry. Data visualization and real analytics are staples of customer engagement and business analytics. But key to any analysis of data is strong data. Customer data still sits in silos across business lines and the various data entry points are managed by specific individuals across the enterprise. There is a great deal of mismanagement of data as each segment seeks to maximise the potential of their own line, rather than see a holistic and life-cycle view of the customer. Who is taking ownership of the data? How can CIOs help to effectively manage the data within the bank? What are the best practices in an effective and insight-driven data governance framework?

Speakers and cases in this session include:

• Lim Khiang Tong, Group Operations and Technology, OCBC – Maximizing the potential of your IT infrastructure for future exploitation
• Karl Schuster, President, Asia Pacific, Carlson Marketing - Data visualizing, structuring data for understanding trends.

As cloud computing finishes the initial phases of hype and resistance, banks are discovering that it is a significant enabler to get products, applications and even customized messages quicker and cheaper into the market. As success stories multiply and draw attention to the real benefits of cloud computing, CIOs must be ready to convince their board and heads of business lines that a long-term investment and alignment to the available cloud computing capabilities is justified whilst mitigating the continued concerns regarding the risks involved.

• Tim Posney,Regional CTO APAC, ING Investment Management - Leveraging IT capability through clouds computing
• Michael Harte, Group Executive Enterprise Services, and Chief Information Office, Commonwealth Bank Group - How can CIOs manage expectations of CFOs and CEOs?
• Christophe Langlois, social media evangelist & former Senior Innovation Manager, Lloyds TSB - The use of CloMoSo for financial institutions and social media in financial services.

As legacy systems come to an end of their lifespan and are being replaced, the clash in best practice for core banking implementation has begun. Large banks such as Australia’s NAB and CBA “go for broke” by implementing a “rip & replace” strategy as opposed to the traditional and longer phased approach. How should banks manage the challenges in the transition to a more modern core banking platform that requires significant skill set changes from the bank staff?

• Michael Harte, Group Executive Enterprise Services, and Chief Information Office, Commonwealth Bank Group - How can operational and infrastructure risks be effectively identified and managed in either a “rip and replace” vs a “phased” approach?
• David Gledhill, Group Technology & Operations - Are banks doing enough to ensure that core banking systems are agile enough for future improvements looking ahead into 2012?
• Matthew Martin, Chief Technology and Services Officer, HSBC Bank (Vietnam)

Following the attacks from internet meme’s such as Anonymous and Lulsec on governments and institutions, banks hurriedly assured their clients that they have a secure cyber infrastructure. The recent natural disasters have also shown how bank operations can be crippled when disaster recovery infrastructures are not put in place.

As resiliency, data security and privacy issues are a concern not only for clients but also for regulators, banks need to revisit not only their operations but their fundamental IT architecture to plug the holes and ensure that records are not compromised, and operations can continue even during extreme conditions. In this session we will look at what are the best practices for having a resilient IT infrastructure, fraud monitoring, cyber security and most importantly how decision makers justify the cost vs. the possible risks?

Opening remarks by Chim Tantiyaswadikul, Special Advisor to Governor, Information Technology and Payments Systems

• Anne Weatherston, Chief Information Officer, ANZ - Deploying a more secure banking architecture to withstand cyber attacks and security as a selling point
• Mike Usher, Director of Information Risk, Asia, Prudential Corporation Asia – Practical implication of corporate approaches and secure e-commerce solutions.
• Sazali Sukardi, Head, Strategic Policy & Research Department, CyberSecurity Malaysia - What Constitutes Cyber Terrorism? Fact vs. Fiction

Across the globe and especially in emerging markets, mobile based services are already outpacing traditional channels and the rapid pace of adoption is changing market dynamics like never before. However, a great number of banks are ill-equipped to handle the transition once disruptive technologies such as these develop. 

With the advent of Google wallet, Paypal mobile payments and the recent announcement of the inclusion of near field communications in the next version of iOS and Android mobile based payments are sure to race ahead in the next few years. How can banks ensure that they are agile enough to quickly and efficiently address the rise of emerging technologies? 

• Daniel Marovitz, MD Buzzumi and on sabbatical as Head of Product Management Global Transaction Banking business, Deutsche Bank’s - The emergence of non-bank competitors meeting user needs, can banks afford not to change the model?
• Rizzi Matteo, Innovation Leader, SWIFT – Disruptive innovation
• Eun Seok Kim, Deputy Director Mobile Data Business Unit M-Financial Business Team, Korea Telecom Corp, Korea -Where is the money in mobile e-wallets and contactless services

How can you be a pioneer in using data for gaining competitive advantage?

In an industry coming through a major recession, complex environment and fierce competitive forces have hampered bank’s efforts to engage with their customers in a traditional manner. At the same time availability of timely business intelligence is driving competitive advantages in mature markets. In this session we will look at how an institution can gain a holistic view of their customers and their business processes in an attempt to utilize data properly.

• Data for Customer Analytics: Regaining trust and gaining a competitive edge through emotional connections and customer engagement
• Data for Business Intelligence: Ensuing timely and accurate information for leaders to make game changing decisions.

• Evelyn Wee, Marketing Communication Manager, Panasonic Asia Pacific - Strategies that enable brands to effectively use data in an era of social media engagement
• David Lynch, Group Head of Consumer Banking Operations at Standard Chartered Bank – Putting the customer first: Using data to make timely and accurate business decisions
• Matthew Dooley, Director, Connected Thinking - Are you engaging your customers and employees on their terms?

In this session we will discuss the architecture and guidelines to successfully reduce operational cost while improving channel efficiency, while addressing the essentials of channel integration, channel innovation and channel migration.

The new range of services and facilities housed in institutions today require complete integration. European banks have tried to transform branch and call centre to be the hub for customer service, while leading in transaction automation channels such as ATM and mobile banking. Will this mixed model appeal to customers in Asia?

• Pan Peidong, Vice General Manager, Operation & Management Dept, Shanghai Pudong Development Bank - Customer channel preferences, reaching out with new products and services
• Christophe Langlois, social media evangelist & former Senior Innovation Manager, Lloyds TSB – How are European banks levering e-channel strategies.
• Rob Findlay, Head of Customer Culture, Head of Customer Experience Malaysia, OCBC Bank - Customer experience and satisfaction, through back end streamlined processes.

1. Re-engineering business processes through social enterprise, in response to emerging technological platforms: We can loosely define the social enterprise as the democratization of business processes through technology channels that remove barriers for engaging communication by flattening organizational levels, enhance the sharing of innovation and ideas and increase opportunities for enriched connections among employees, customers and inter-related groups. Our ecosystem must embrace new forms of innovation that reduces costs, improves procedures, expands opportunities and concurrently improves the customer experience.
2. Social Media: Are we on course for The Arab-Spring of financial services?
   It has never been as important to understand and engage effectively with customers on social media channels as is going to be. The “mobile-native” generation is constantly creating and breaking new grounds in brand recognition and marketing success. How are financial services companies geared to engage with this influential audience.
3. The growth of retail payments: What is the next frontier?
   Increasing advent of mobile based payments is creating a whole new set of threats and opportunities for the financial services sector. Add to that, recent changes in regulation and market dynamics mean that banks need to evaluate such new opportunities with a fine tooth comb. In this interactive session we will take a look at the critical trends and their impacts along with a group case study exercise to answer some of the following critical questions facing mobility and risk in banking today.
4. The new role of the CIO.
   There are a myriad of roles that are being added to the traditional role of a CIO. These include data governance, customer-centricity, system integrations, gatekeeper of information flow, technology evangelist, innovator etc. Are the CIOs of today ready to take on these challenges in an environment that is increasingly disruptive.

Consumptionomics: How will Asian consumers pull the global economy from the brink?

China’s soft landing, Asia’s growing middle class, India’s demographics – all have been cited as the key trends that will rebalance global economics in a never before way. Is this an eye-wash or a distinct reality waiting to happen?

In this session with Mr. Chandran Nair, author of the best-selling “Consumptionomics - Asia's Role in Reshaping Capitalism and Saving the Planet”, we will take an in-depth look at the key grassroot level trends that are re-shaping globalization and capitalism.

Pre-Conference Training Agenda

Although the Finance Technology and Innovation Management Conference at The Asian Banker Summit will be officially kicked off on the 26th of April, we have lined up for our delegates a set of Pre-Conference Training Programmes.
These programmes, unlike the conference, will involve in-depth training on specific topics in Technology management that we believe are essential for today’s CIO and CTO to understand. The below is the Pre-Conference Agenda.

Best known for terminating a seven-year, $5 billion outsourcing contract with IBM in September 2004 that had been signed by his predecessor. Austin Adams has seen almost ninety mergers in his three-decade IT leadership career in financial services.

Support by:
J. A. Flinn – Author The Success Healthcheck for IT Projects: An Insider's Guide to Managing IT Investment and Business Change

Vender selection finding the perfect match

This training targets executives and managers who are attracted by the intrinsic appeal of Cloud computing, and are seeking to clearly understand and navigate around all the potential or hidden pitfalls. We will assess the underlying value proposition of Cloud technologies for your organisation now and in the future?

Banks and Vendors innovation labs are only useful if the business can take the lessons into their production environment or terminate a project destined to fail in a production environment at a much higher cost. A well-run bank-sponsored innovation lab must be focused, and capable of recycling itself, terminating some programs and launching new ones. In this session