3rd Emerging Banking Leaders Programme
  • Overview
  • Programme at a glance
  • Programme Outline
  • Programme Faculty
  • Programme Venue
  • Overview
    In light of the developments related to the Coronavirus and the uncertainty of how the situation will be like in the near future, we have had to cancel the Emerging Banking Leaders Programme this year. We take the safety and health of our participants and staff very seriously and felt that it was the right thing to do considering the circumstances. 
    Driving Change for Future-Proof Banking

    Banking is in flux because of a multiplicity of factors including technology, customers, regulation, and collapsing industry boundaries. The challenges require banks to transform their strategy and ways of organising through digital technologies to be innovative and more competitive.

    Making a transition requires a rethinking and a widening of the lens of innovation; and for senior managers and leaders, this requires creative confidence. It also requires there to be a change in the way the organisation itself operates; transforming from the inside-out to embrace the business ecosystem.

    The Emerging Banking Leaders Programme is essential for high potential talent on a fast track to a leadership position, especially for those who will soon be tasked to navigate the challenges and opportunities that lie ahead for the industry. It has been specifically designed to help them find their way through the strategic flux, and more than that, turn ideas into actions and drive the changes needed to future-proof their organisations.

    Over 1 week, programme participants will gain invaluable insights from renowned Cambridge Judge Business School faculty into global banking trends and disruptions, strategic thinking, digital innovation and transformation, cross border disruptions, addressing consumer needs and for the first time, sustainable finance and the green economy. The high impact learning will be done via classroom style, with a mix of interactive sessions and topical case studies. Classes will be held at the University of Cambridge in the UK, and participants will stay on campus for a fully immersive Cambridge experience.

    Supported by:
    Becoming Alumni

    Participants will have membership of the Cambridge Judge Business School Executive Education alumni network following successful completion of the Programme. The benefits of being a member of this community includes access to a network of very diverse, high calibre international executives from across the sectors; information on new Cambridge programmes for continuing professional and executive development; a series of online webinars and physical faculty-led events on different business and leadership themes; regular communications and news from the faculty and team at Executive Education.



    20 - 24 July 2020
    (programme cancelled)



    Recognised by the
    Chartered Banker Institute as appropriate for CPD purposes


    Malaysian Participants



    per participant

    International Participants



    per participant

    * Fee includes accommodation on-campus within a university college with breakfast (from 29 March - 4 April 2020), lunch and other refreshments on programme days, as well as programme materials for one participant. It does not include dinner (except for the 2 gala dinners) and lunch on the weekends.

    The programme fee is STF claimable for qualifying Malaysian banks. ABS has also received approval for special exemption to be made to the STF Credit Guideline to allow for these financial institutions to claim the full amount of their roundtrip airfare for the purpose of attending the programme.

    Fee shown is effective 1 January 2020 and not inclusive of taxes.

  • Programme at a glance
    19 July
    20 July
    21 July
    22 July
    23 July
    24 July
    Arrival in Cambridge Implications of Disruption in a Digital World

    Dr Kamal Munir
    Emerging Trends in Consumer Needs and Firm Adaptation

    Dr Shasha Lu
    How Innovations and Ideas Diffuse Within Organisations

    Dr Patrizia Vecchi
    Focusing on Alternative Business Models

    Prof Stelios Kavadias
    Organising and Leading Digital Transformation

    Dr Philip Stiles
      Lunch Lunch Lunch Lunch Lunch
    Guided Tour of Cambridge & Punting. Followed by Welcome Drinks & Introductions at Peterhouse. Sustainable Finance and the Green Economy

    Prof Khal Soufani
    Making Innovation Happen

    Dr Jeremy Hutchison-Krupat
    Learning from Other Industries & Insights from Start-Ups

    Chaired by Dr Jeremy Hutchison-Krupat
    The Disruptive Effect of Borders on Operations

    Dr Jochem Kroezen
    Integration of Learnings; Setting Your Business Agenda

    Dr Jeremy Hutchison-Krupat
      Evening Break Evening Break Evening Break Evening Break Evening Break
      Welcome Dinner at Queen’s College with talk by Simon Thompson, Chief Executive, Chartered Banker Institute     Final Gala Dinner at Corpus Christi College  
  • Programme Outline
    SUNDAY, 19 JULY 2020
    Pre-Programme : Walking Tour of Cambridge, Punting & Welcome Drinks

    There will be a guided tour of Cambridge and punting on the River Cam, which is one of the most traditional activities of the University of Cambridge. The day ends with Welcome Drinks and informal introductions at the Old Combination Room of Peterhouse, which is the oldest college of the University and founded in 1284. College alumni include two Prime Ministers, five Nobel Prize winners and the inventor of the jet engine.

    MONDAY, 20 JULY 2020
    Morning Session : Implications of Disruption in a Digital World

    The networked economy is shifting the economic order worldwide and hence driving rethinking of strategy and in some cases, business models. During this opening session of the programme, we address head-on the challenge that leaders face in disruptive times. Through examples and frameworks from different domains, we will examine how disruption affects well-accepted strategic frameworks. We then consider what insights and lessons could be drawn from other industries and apply the strategic revisits to the banking and financial services industry. The take-away from the session is a set of clear frameworks that participants can use in their own business situations.

    Afternoon Session : Sustainable Finance and the Green Economy

    Sustainable finance refers to integrating environmental, social and governance (ESG) aspects into the business models of firms, and also the investment strategies. Activities that are covered by the topic of sustainable finance include sustainable funds, green bonds, impact investing, microfinance, and also funding a circular economy. The session will discuss the different aspects of sustainable finance and also an examination of what a circular economy is.

    A circular economy model requires firms in different sectors across the value chain to integrate disruptive technology and design business and financial models that are based on longevity, renewability, reuse, repair, upgrade, refurbishment, serviceability, capacity sharing, and dematerialisation. Organisations still have to take into consideration cost management and control but they have to think about the financial impact - rethinking products and services and designing end user value propositions that offer increased efficiency, effectiveness, and performance. Despite the importance and potential benefits of the circular economy, the private sector is yet to adopt this new approach at either the strategic or operational level for many different reasons but in addition, incorporating financial decisions into its adoptions.

    Welcome Gala Dinner

    This dinner will be held at Queen’s College, one of the oldest and largest of the 31 colleges of the University of Cambridge. Set in its beautiful Old Hall, participants will have the opportunity to experience the ambience of what it would be like to be studying at Cambridge and attending their formal dinners. Simon Thompson, Chief Executive of the Chartered Banker Institute will be the guest speaker during dinner.

    Tuesday, 21 JULY 2020
    Morning Session : Emerging Trends in Consumer Needs and Firm Adaptation
    In this session, we will explore how consumer behaviour has changed in the current business environment and how the decision-making process has been transformed. We will also discuss how businesses adapt to this change in creating, communicating and delivering values to customers.
    Afternoon Session : Making Innovation Happen
    The ability to create organic innovation remains a challenge for many organisations. Indeed, even if an organisation is effective at knowing what innovations they need to develop, transforming these innovation objectives into a reality remains a significant challenge. In this session, we look at the individual components that make up an innovation system and the interactions between them. More specifically, this session looks at how an organisation’s capabilities, structure, processes and culture together establish a system of innovation.
    Wednesday, 22 JULY 2020
    Morning Session : How Innovations and Ideas Diffuse Within Organisations
    Ideas and innovations often fail not because they are inherently bad but because who is leading them fails to build the support and commitment that innovation efforts need to gain momentum and being followed through. This session is designed to help you be aware of how ideas and information spreads across organisations and the critical steps you must take to win the widest possible support for your initiatives. We will talk about how to identify key stakeholders, how to approach them, and how to conduct those conversations to overcome resistance, get buy-in, and ultimately build consensus around your ideas and change efforts.
    Afternoon Session : Preparing for the Future – A Look at Innovators

    For leaders and executives in many industries, the marriage of the physical and digital brings huge potential to revolutionise all aspects of their businesses from visions, strategies and business models to talent and workforce development. This session is designed to provide opportunities for the participants to hear leaders from outside of the financial industry on how they face the challenges and opportunities posed by digital transformation. The session is composed of two parts:

    It will start with a panel of leaders in the healthcare and biopharma industry, followed by a panel discussion and debrief. Participants will then have the opportunity to have structured conversations and discussions with innovators from start-ups. The idea is not that large, established organisations suddenly start behaving like start-ups; but rather, that there are specific aspects and related behaviours that they can learn from start-ups and appropriate into their own contexts; from strategy, stakeholders, execution, and people.

    Thursday, 23 JULY 2020
    Morning Session : Focusing on Alternative Business Models

    This session will start by describing the transformational changes that take place across several industries including banking primarily due to an unprecedented number of technological and market changes at a global scale. However, these changes are materialising only when they are complemented by new business models. A framework for assessing the transformational potential needs of business models will be introduced to enable leaders to build responses to technological and market changes on a strategic level. This session will cover topics that include: 

    • Disrupting your competitors with innovative business models
    • Operationalising new business models

    Afternoon Session : The Disruptive Effect of Borders on Operations

    During this session, we will explore the challenges faced by firms whose operations cross borders. Borders can simultaneously be a separate source of disruption for organisations (for instance, when political events make them more salient) as well as a source of complication during the implementation of strategic change (for instance when having to deal with different cultures). To prepare us to deal with such challenges, we will explore (1) the state of globalisation, (2) how borders affect operations, and (3) strategies for coping with the effects of borders.

    Final Gala Dinner & Certificate Ceremony
    Before the programme ends, one of the traditions of the University is to have a final Gala dinner for its students. This one will be held at Corpus Christi College, which was founded in 1352.
    Friday, 24 JULY 2020
    Morning Session : Organising and Leading Digital Transformation
    At the heart of digital transformation is the need to develop a culture which will support change, and this session aims to help emerging leaders build the skills and knowledge required for organising and leading transformation; with a special focus on building the right culture and leading teams through changes. By the end of the session, participants will have: 

    • Further understood the structural and psychological elements in leading change
    • Learned what is required of individuals in the transformation effort
    • Understood the cultural dynamics that support digital transformation
    • Identified core behaviours to be developed or maintained in the transition to digital
    Afternoon Session : Integration of Learnings and Setting Your Business Agenda
    This session is one of the most important parts of the programme. It is an opportunity for participants to reflect on key take-ways from the programme and plan following completion of the programme; a chance to think about how they can utilise their strengths, build on their development needs and apply the key learnings from the class to the workplace. Participants will be asked to list key objectives that they will do differently when they return to the workplace. There will be group discussions on their action plans where their key objectives will be robustly challenged.
    Learning objectives

    Upon completion of this programme, participants will be able to:

    • Build strategic responses for business lines, and evaluate and shift strategy and business models for customer-focused platform businesses
    • Develop a leadership strategy to successfully scale innovation across your ecosystem
    • Develop leadership capability in organising and leading digital transformation and creating a digital culture 

  • Programme Faculty
    Dr Jeremy Hutchison-Krupat
    Senior Lecturer in Innovation and Operations Management
    Academic Programme Director of Emerging Banking Leaders Programme
    Dr. Jeremy Hutchison-Krupat is a Senior Lecturer in Innovation and Operations Management at the Judge Business School at the University of Cambridge. Prior to joining Judge in 2018, Jeremy was an Assistant Professor of Business Administration in the Technology and Operations Management area at the Darden Graduate School of Business. He received his Ph.D in Operations Management from the Geogrgia Institute of Technology in 2011, his M.B.A. from the Isenberg School of Management at the University of Massachusetts in 2001, and his Bachelors of Science in Mechanical Engineering from the Thomas J. Watson School of Engineering at Binghamton University in 1995. Hutchison-Krupat has also served as a Visiting Professor at INSEAD.

    Hutchison-Krupat’s research focuses on the management of innovation, in particular, how organisations can most effectively implement their innovation strategy. His recent work evaluates the effect that different organisational structures, norms and processes have on an organisation's ability to innovate.

    Jeremy is a Senior Editor at Production and Operations Management in the Management of Technology Department, and an Associate Editor for the Product and Process Innovation area of Decision Sciences. He regularly teaches executive education programmes to help leaders improve their ability to address innovation challenges. Hutchison-Krupat has authored a number of case studies, pedagogical exercises and computer simulations, which help provide a rich context to teach innovation. Prior to pursuing his Ph.D. at the Georgia Institute of Technology, he worked at the Avery Dennison Corporation where he played an integral role in the management of their North American R&D operations. More broadly, from 1995-2006, Hutchison-Krupat has had a diverse work experience in roles that ranged from Design Engineer to Operations Manager, and industries from integrated circuit boards to consumer goods.
    Dr Kamal Munir
    Reader in Strategy & Policy; Race & Inclusion Champion, University of Cambridge
    Dr Kamal Munir has been teaching Strategy and Policy at Cambridge Judge Business School since 2000. Dr Munir's research focuses on the emergence of markets, disruptive innovations and strategy. His research also spans the competitive advantage of nations.

    Dr Munir has published several articles in leading organisational and economic journals, including the Academy of Management Journal, Organization Studies, Research Policy, and the Cambridge Journal of Economics, and presented his work at numerous international conferences. At the same time, he has written numerous articles for newspapers and magazines including the Financial Times, The Guardian, Dawn and World Business. His work has been quoted and cited in several forums, including BBC's Hard Talk, CNN, Wall Street Journal and BusinessWeek. He is the founder of OTREG, an international discussion forum for organisational theorists, a Senior Editor of Organization Studies and an Associate Editor of the Journal of Management Inquiry.

    Dr Munir has consulted for the State Bank of Pakistan, the World Bank, and the Asian Development Bank. He has also been a consultant to the governments of UK, Pakistan and Nigeria. In the private sector, he served as a consultant and trainer for several leading organisations including McKinsey & Co; Shell Petroleum; and British Telecom. He is frequently invited internationally to speak on issues related to social, technological and economic change. Dr Munir is a Visiting Professor in Economic Sociology at LUMS, Pakistan, where he served as Dean of Humanities and Social Sciences in 2015/16. From 1996 to 2000, Kamal taught at McGill University in Canada.
    Dr Khaled Soufani
    Faculty (Professor level) in Management Practice, Director of the Executive MBA Programme, Director of the Circular Economy Centre (CEC) & Fellow of Clare Hall College
    Dr Soufani is Director of the Executive MBA (EMBA) Programme and Senior Teaching Faculty at Judge Business School. He holds a master’s degree in Applied Economics and a Ph.D. in Financial Economics. He specialises in corporate finance, financial economics, and financial and managerial strategy. He has published extensively in the area of financial management, corporate restructuring, M&A, private equity, venture capital and family business, and also the financial and economic affairs of small-medium size enterprises.

    Dr Soufani has published on the strategies of financial management and short-term working capital and business performance using invoice financing and factoring, and his work has been widely cited and included in policy reports by organisations such as the EU, OECD, and the Institute of Directors. He has taught a number of courses in finance and economics in different academic and executive programmes and the CFA®, and is a regularly invited scholar to many academic institutions. He was nominated and received research and teaching awards.

    He is on the editorial board of a number of international academic journals. Before joining academia, Dr Soufani worked in investment banking in the area of bond and money market trading.
    Dr Shasha Lu
    University Lecturer in Marketing
    Shasha Lu is a University Lecturer in Marketing at Cambridge Judge Business School. Trained in both marketing and computer science, Shasha is passionate about combining the state-of-art machine learning and computer vision techniques with marketing models to gain better customer insights and improve business practices in the digital age. Her research interests are in the area of Visual Product Design and Optimisation, Artificial Empathy (visual data-based), Digital Advertising, Visual-based Data Mining and Marketing Strategies. Her research has been published in Marketing Science, and she is serving as an ad hoc reviewer for Marketing Science, Customer Needs and Solutions and California Management Review. Shasha’s research on online dating and garment recommendation systems has attracted substantial interest from practitioners and is currently in the process of commercialisation.
    Dr Patrizia Vecchi
    University Lecturer in Organisational Behaviour
    Patrizia studies interpersonal relationships in organisations – how we can establish meaningful and productive relationships with colleagues, bosses and mentors, and the psychology of social relations in the workplace. Her research shows, for example, that there is a link between how much you think your colleagues help one another and your performance; that those who can read their boss' mind have larger personal networks; and that bad apples in teams help the other members to bond. In a new line of research, Patrizia is studying how people change when they become leaders, particularly how power affects a person's moral character. Before joining Cambridge Judge Business School, Patrizia pursued a Ph.D. in Organisational Behaviour at the Olin Business School of Washington University in St. Louis. Thus far, Patrizia has conducted most of her research in the United States.
    Dr Jochem Kroezen
    University Lecturer in International Business
    Jochem is a Lecturer in International Business at the University of Cambridge Judge Business School. Since 2014, Jochem has been teaching International Business in the MBA and Executive MBA programmes at Cambridge Judge Business School as well as in the Engineering Tripos programme at the University's Department of Engineering. He also has extensive experience with Executive Education. He has been involved in the design and delivery of related programmes across various levels of seniority as well as across various high-profile banks. Jochem’s main research focuses on processes of institutional change. Current projects examine the revival of craft in organisational society, dynamics of business collective action, and mechanisms underlying socio-economic inequality.
    Professor Stelios Kavadias
    Margaret Thatcher Professor of Enterprise Studies in Innovation & Growth;
    Co-Director of Entrepreneurship Centre
    Professor Stelios Kavadias serves as the Associate Dean of Research at the Cambridge Judge Business School (CJBS) and as the Director of CJBS’ dynamic Entrepreneurship Centre. He is an expert on the innovation and growth challenges that small and large organizations face, and passionately shares this expertise with senior executives across open or custom executive education programmes. He directs the CEO Growth Challenge programme offered by CJBS’ Entrepreneurship Centre, and has led custom programmes with major corporations like HSBC, Barclays, Bayer AG, Qingdao Bank etc.

    As an expert on innovation he serves as an Associate Editor for Management Science's Entrepreneurship and Innovation department, and as the Department Editor for the R&D, New Product Development and Project Management department of Production and Operations Management Journal. Recently his work on transformative business models featured in Harvard Business Review, and Barclays sponsored a research report on scale-ups that he co-developed with a team of experts from CJBS. He is often invited as a keynote to leadership events for major corporations and has authored award-winning case studies.

    Prior to coming to the Judge, Stelios held the Steven A. Denning chair of Technology and Management at Georgia Tech in the USA, where he directed the GE Energy Project Leadership Management Programme. He has also been a Batten Fellow at the Batten Institute of Innovation and Entrepreneurship at the Darden School of Business.
    Dr Philip Stiles
    Co-Director of the Centre for International Human Resource Management
    University Senior Lecturer in Corporate Governance
    Philip developed the Global Human Resource Research Alliance, a research group involving 30 companies worldwide - American Express, BAE Systems, BT, EDF, GE, General Mills, IBM, IKEA, Infosys, Matsushita, Oracle, Procter and Gamble, Rolls-Royce, SANYO, Sealed Air, Shell, Siemens, TCL, TNT, and Unilever. The project represents the most comprehensive worldwide research study in the subject. The contribution to knowledge has been to identify both innovative and best HR practices within companies, and to show how human capital integrates with key dimensions of social and organisational capital.

    Philip is also engaged in work on corporate governance, focusing primarily on the dynamics of boards of directors. He was involved in research for the Higgs Review on the Effectiveness of Non-Executive Directors, and he is also involved in examining the nature of succession within companies, carried out in collaboration with an international headhunting organisation. He consults to several organisations in both the private and public sector.
    Simon Thompson
    Chief Executive
    Chartered Banker Institute
    Simon Thompson was appointed as Chief Executive of the Chartered Banker Institute, the oldest institute of bankers in the world, in 2007. Simon was recently appointed as the first Chair of the Global Banking Education Standards Committee, and is a former Vice-President of the European Bank Training Network. He is the editor of Green Finance: Principles and Practice – the world’s first practitioner guide to green finance.

    Simon holds a BA (Politics and Economics) from the University of Newcastle-upon-Tyne, and an MBA from the University of Edinburgh. He is a Fellow of the Chartered Institute of Bankers in Scotland (FCIBS), and a Chartered Member of the Chartered Institute of Personnel and Development (MCIPD). In 2014, Simon was awarded an Honorary Doctorate by BPP University in recognition of his contribution to professional education.
  • Programme Venue

    Downing College is set on twenty acres of beautiful grounds and gardens providing the perfect backdrop for the Emerging Banking Leaders Programme. Founded in 1800, through a bequest made by Sir George Downing 3rd Baronet, it was the only college to be added to Cambridge University between 1596 and 1869, and is often described as the oldest of the new colleges and the newest of the old. Downing College was formed "for the encouragement of the study of Law and Medicine and of the cognate subjects of Moral and Natural Science", and has developed a reputation amongst Cambridge colleges for Law and Medicine. It has been named one of the two most eco-friendly Cambridge colleges.

    The impressive Howard Building Assembly Room (pictured above) blends perfectly with the classical feel of Downing College. A spacious and stylish room with decorative Ionic scrolls, its neo-classical style gives a Regency elegance and provides a unique and spacious setting for learning. With stairway and lift access from the foyer, this purpose-built lecture room is fitted with a multimedia presentation system. The Howard Building Assembly Room will be the venue for the Emerging Banking Leaders Programme classes.

    The Howard Building Drawing Room (pictured below) is located below the Assembly Room and opens out onto the West Lodge Garden of Howard Court. Ideal for refreshment breaks, participants can relax in the colonnaded seating area before continuing on to the next sessions of the Programme.

    Restored to its original early nineteenth century decor, the award-winning Hall of Downing College (pictured above) is the breakfast venue for the Programme.


    For lunch, participants will head to the West Lodge and Maitland Room. Located adjacent to the Howard Building, the traditional rooms date back to the nineteenth century.

    Accommodation will be provided from 19 – 25 July 2020 at Downing’s hotel-standard en-suites with views over the attractive college gardens.

    Serviced daily, all rooms have private modern bathrooms complete with toiletries, a welcome tray, television and wi-fi.

    Queen’s College is the ninth oldest and one of the largest colleges of the university. Its oldest buildings date back to the 15th Century. The college spans both sides of the River Cam, colloquially referred to as the “light side” and the “dark side”, with the world famous Mathematical Bridge connecting the two.


    Corpus Christi College was founded in 1352. The college provides a stimulating academic and residential environment across the site of its original foundation in the heart of Cambridge and boasts the beautiful and unusual Corpus Clock.



    Map base data copyright © OpenStreetMap contributors, including University of Cambridge, licensed ODbL v1.0. Map presentation copyright © [year] University of Cambridge.

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