Cambridge Summer School Programme - Executive Education

Overview
Programme at a glance
Programme Outline
Programme Faculty
Participant Profile
Trainers

Overview

UPDATE : Registration is now closed for this programme as we are at full capacity. However, there is a waiting list available and if you would like to register your name for that, please email helena@asianbankingschool.com

We would like to thank you and everyone from the industry for their overwhelming support of the Cambridge Summer School Programme.
At the Asian Banking School, we understand how impactful knowledge can be in transforming individuals, organisations and societies. By leveraging on the power of experience of senior industry practitioners as well as world-renowned academics from leading business schools to deliver our programmes, we provide a learning environment for participants to gain real world knowledge to enhance their professional lives and make changes that matter in their organisations.
We believe that this collaboration with the University of Cambridge Judge Business School speaks volumes on our dedication and determination to provide world class learning opportunities for the industry. Consistently ranked in the top three universities worldwide in terms of its teaching and research, the University of Cambridge is one of the oldest universities, one of the largest in the United Kingdom and its reputation for outstanding academic achievement is undisputed.
No other university is able to mirror Cambridge University’s scientific heritage of innovation and discovery encompassed by 100 Nobel prizes and the research contributions of Isaac Newton, Charles Darwin, Ernest Rutherford, James Meade, John Kendrew, Francis Crick and Stephen Hawking.
Cambridge Judge Business School (CJBS) is internationally recognised as one of the leading providers of innovative, intellectually challenging and practical business management education across a portfolio of undergraduate, graduate and executive programmes. CJBS is also acclaimed for the quality of its research output; nearly nine out of ten submissions for the UK’s Research Excellence Framework have been rated as “world leading” or “internationally excellent” in 2014/15. They are fifth globally and first in the UK in the latest Financial Times ranking of MBA programmes.
This inaugural Cambridge Summer School Programme carries the theme Creating Resilience from Disruption in Today’s Banks. It is a timely subject and the Programme has been designed to address the main disruptors in the banking world and equip participants with the knowledge and tools to prepare their banks for resilience as they move forward.
This unique programme will be delivered over one week in the University of Cambridge, UK. Classes will be held in one of their oldest colleges, Trinity Hall College, and participants will stay on campus for a fully immersive Cambridge experience. The overall learning will be done via classroom style, with a mix of interactive sessions, case studies and networking engagements.
Becoming Alumni
Participants will become alumni of Cambridge Judge Business School and their Executive Education group following successful completion of the Programme. Executive participants will be sent instructions to allow them to access the online community at the Business School as well as an Executive Education specific alumni group. Benefits of being a member of these communities include 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.
PROGRAMME DETAILS
DATE
31 July – 4 August 2017
VENUE
Cambridge, United Kingdom
PROGRAMME FEE*
Malaysian Participants
MYR
40,000*
per participant
International Participants
USD
10,000*
per participant
* Inclusive of GST
Fee includes on-campus University college accommodation with breakfast (from 30 July - 5 August 2017), 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 those financial institutions to claim the full amount of their roundtrip airfare to and fro for the purpose of attending the programme.
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Programme at a glance

30 JULY – 4 AUGUST 2017, CAMBRIDGE, UNITED KINGDOM
Sunday 30 Jul	Monday 31 Jul	Tuesday 1 Aug	Wednesday 2 Aug	Thursday 3 Aug	Friday 4 Aug
Arrival in Cambridge	Welcome & Introduction to the Programme __________ A Strategic View of Disruption	Three Perspectives on Disruption: Market, Technology & Regulatory	Innovation as a Key Building Block in Resilience	Implementing Resilience Through Stakeholder Management	Adapting the Compliance Function to the Demands of a Resilient Organization
	Lunch	Lunch	Lunch	Lunch	Lunch
Guided Tour of Cambridge & Punting	Trends & Drivers that Underpin Disruption __________ Challenges & Takeaways for Banking	Spotting & Preparing for Disruption through Scenario Planning __________ Challenges & Takeaways for Banking	Building a Resilient Organization Through Leadership __________ Challenges & Takeaways for Banking	Implementing Resilience Through Stakeholder Management (continued) __________ Challenges & Takeaways for Banking	Synthesis: Steps Towards a Resilient Organization & Setting Your Business Agenda __________ Evaluation & Close of the Programme
	Evening Break	Evening Break	Evening Break	Evening Break	Evening Break
	Opening Gala Dinner at a Cambridge College			Closing Gala Dinner & Certificate Ceremony at a Cambridge College

Programme Outline
SUNDAY, 30 JULY 2017
Pre-Programme : Guided Walking Tour of Cambridge and Punting
There will be a guided tour of Cambridge and if time permits, visits to one or two colleges. The day ends with punting on the River Cam, which is one of the most traditional activities of Cambridge University.
MONDAY, 31 JULY 2017
Welcome and Introduction to the Programme
Introduction to the programme structure and processes followed by an Icebreaker session, whereby participants’ self- reflect on their challenges, learning objectives and visions for the future through the Shield exercise.
DISRUPTION IN THE FINANCIAL SECTOR
Morning Session : A Strategic View of Disruption
While innovation is nothing new, its pace, scale, and impact have accelerated to unprecedented levels. Sometimes, innovation enhances the value of existing products and services. At other times, it renders existing business models obsolete, leads providers to rethink who their customers are, customers to rethink what they value, and reconfigures the value-network elements. There is much controversy and debate in both the academic and practitioner worlds as to what a disruptive innovation is and how to study it.
We are living in an age of disruption, defined as fundamental changes that disturb or re-order the ways in which organizations and ecosystems operate. For instance, 3D printing could radically change the world of manufacturing. FinTechs could displace established incumbents in the banking industry. The sharing economy could produce new forms of organizing and competing by blurring the distinction between owner, consumer and producer.
This session addresses the following questions:

What do we mean by disruption and what are the different types?
What does it mean to manage and lead in such a world of ongoing disruption?
How should we re-tool our intellectual frameworks to deal with such ongoing disruption?

Afternoon Session : Trends and Drivers that Underpin Disruption

This session will explore a number of trends and drivers that have impacted the banking and financial sectors such as regulatory reform in response to the 2008 global financial crisis, growing consumer empowerment, globalisation and availability of low cost locations and labour and the industrialisation of core functions and activities. Currently, new technological disruptors to existing ways of doing business are emerging such as digitisation of the core activities of financial services, big data technologies allowing profoundly different insights into business activities, machine learning and artificial intelligence leading to robotisation of work and blockchain technologies. Through a series of vignettes, participants construct a framework to understand the root causes of disruption, and internalize the framework to their own contexts.
Welcome Gala Dinner
This dinner will be held at one of the 31 colleges of the University of Cambridge to give participants the opportunity to experience the ambience of what it would be like to be studying at Cambridge. There will be a guest speaker during dinner.
Tuesday, 1 August 2017
EXAMINING DISRUPTION FROM MULTIPLE PERSPECTIVES
Morning Session : Three Perspectives on Disruption: Market, Technology and Regulatory
This session continues the focus on drivers of disruption through a panel discussion. It focuses on interlocked factors that accompany disruption in industries. The starting point is to examine how disruption affects markets and therefore changes business models. The interplay of technology (such as mobile messaging) makes the picture considerably more nuanced. And, finally, accompanying changes in the regulatory environment (such as mandating shared platforms for user data) creates new challenges. The discussion is followed by an interactive session wherein participants create take-aways for their own organizations.This session will explore a number of trends and drivers that have impacted the banking and financial sectors such as regulatory reform in response to the 2008 global financial crisis, growing consumer empowerment, globalisation and availability of low cost locations and labour and the industrialisation of core functions and activities. Currently, new technological disruptors to existing ways of doing business are emerging such as digitisation of the core activities of financial services, big data technologies allowing profoundly different insights into business activities, machine learning and artificial intelligence leading to robotisation of work and blockchain technologies. Through a series of vignettes, participants construct a framework to understand the root causes of disruption, and internalize the framework to their own contexts.
PREPARING THE ORGANIZATION FOR RESILIENCE
Afternoon Session : Spotting and Preparing for Disruption through Scenario Planning
This session looks at the application of scenario planning techniques through a short case study and a simulated process. The simulated process will replicate key stages of a scenario exercise, concentrating on disruptive forces, critical sense-making devices and strategic integration. A brief overview of an actual scenario analysis, including a group exercise, will be provided to indicate some of the practicalities of real world engagement. Participants then learn to connect the scenarios to capabilities in their own organizations.
Wednesday, 2 August 2017
Morning Session : Innovation as a Key Building Block in Resilience
Mature companies understand that to compete today they need to innovate. But finding sources of innovation while still paying attention to the current business can be a struggle and organisations realise that radical change is needed but do not feel equipped to make such a change. However, one of the forces that threatens established companies can also be a source of salvation- Disruptive Change. Disruptions in the business environment allow new entrants or forward-thinking established organisations to introduce innovations that transform the way their companies do business; and encourages organisations to leverage disruptive change as a platform for innovation. For example sources of innovation could come from disruptive changes in business models, regulatory changes, technology shifts and opportunities in the global market.
This session focuses on innovation as a key lever for organisations to be resilient and it offers a way for senior executives to think about how to bring innovation into the core of their activities. This is done by developing a framework around the what, why and how of innovation. We start by examining what innovation means, then through a set of vignettes, we categorize innovation into different types and identify the value that each type of innovation can create. The discussion then leads to the question of why. Participants learn about the role of innovation for sustainability and the properties of ambidextrous organizations. We then focus on the how of innovation. Through a set of exercises, participants learn the building blocks of innovation processes and the corresponding organizational characteristics needed to foster these processes. Participants leave with a framework and a set of questions that they can apply to their own contexts.
DISRUPTION IN THE FINANCIAL SECTOR
Afternoon Session : Building a Resilient Organization through Leadership
One of the key issues for leadership effectiveness is how to lead rather than manage and how to create a vision of the future which engages and motivates the individuals and teams who will implement the changes brought about by disruption in the banking sector. The session will also explore the notion that having the appropriate leadership style can be critical for effective performance; and also how individual leaders can influence employees to perform at their best in an organisation that is operating in an evolving and disruptive business environment. It is clear that leaders need to adjust their style or approach based upon the circumstances and conditions that they encounter in their environments. This will help participants understand that organisations involve working with employees who have different attitudes, assumptions and ways of working; and that different leadership styles have an impact on worker engagement especially if it wants to have commitment rather than compliance from the workforce.This session will explore a number of trends and drivers that have impacted the banking and financial sectors such as regulatory reform in response to the 2008 global financial crisis, growing consumer empowerment, globalisation and availability of low cost locations and labour and the industrialisation of core functions and activities. Currently, new technological disruptors to existing ways of doing business are emerging such as digitisation of the core activities of financial services, big data technologies allowing profoundly different insights into business activities, machine learning and artificial intelligence leading to robotisation of work and blockchain technologies. Through a series of vignettes, participants construct a framework to understand the root causes of disruption, and internalize the framework to their own contexts.
Thursday, 3 August 2017
Morning & Afternoon Sessions : Implementing Resilience through Stakeholder Management
Successful organisational transformation means integrating, implementing and coping with innovative changes and successfully aligning this with the culture of the organisation and its leadership approach within often uncertain and unpredictable environments. This has been, and is likely to remain, one of the main challenges facing leaders today. The successful management of change presents a key leadership challenge for managers. In fact, a large percentage of organizational change management initiatives fail or substantially fall short on expectations and leading change successfully means figuring out who the key stakeholders are, and getting their buy-in.
A stakeholder is a (possibly external) party that is impacted by an initiative and has both the interest and the power to influence the initiative. Most major change initiatives are significantly influenced by external stakeholders, who cannot be directly controlled by the executive.
The objectives of the sessions are to enable participants to learn about: how to understand stakeholders, their respective influence networks and motivations for their behaviors, and therefore manage them better. These lessons will help participants to control not only the internal project aspects but also other influences. Through a simulation, participants manage stakeholders, understand their influence networks, and devise strategies for managing stakeholders in complex environments.
Final Gala Dinner & Certificate Ceremony
To close the programme, one of the traditions of the University is to have a final Gala dinner for participants held at one of the 31 colleges. A guest speaker will give the final dinner speech.
Friday, 4 August 2017
Morning Session : Adapting the Compliance Function to the Demands of a Resilient Organization
Resilience is an organisation’s capacity to anticipate and react to change, not only to survive, but also to evolve; and change is a critical element when it comes to resilience in the financial and banking sector. A report by PwC’s Financial Services team has suggested that if an organisation uses the Compliance, Risk and Regulatory data that it has already gathered, it can strengthen organisational resilience. It is suggested that if banking and financial institutions get smart in using data gathered from Compliance, Regulatory and Risk functions, they would be in a better position to manage tectonic shifts in the behaviour of their customers and thereby bolster organisational resilience
Afternoon Session : Synthesis: Steps Toward a Resilient Organization & Setting Your Business Agenda
This session integrates and synthesizes the lessons learned in the previous session. Through a three- round structured set of exercises, participants create a set of take-aways contextualized to their own business situations, with clear deliverables and milestones.
Personal Action Plan
The final session will have participants draw up their personal action plans, focusing on 2 to 3 key actions of what they will do differently when they return to the workplace. It is an opportunity to engage the participants in what they have learned in the course of the programme, how applicable it is to their organisation and how they can transfer the learning.
Programme Faculty

Dr Kishore Sengupta
Reader in Operations Management
Kishore Sengupta’s current research, teaching and consulting activities are focused on managing complex projects, managing complexity in organizations, and managing innovation in networks. Before joining Judge Business School, he held faculty positions at INSEAD, Fontainebleau, France (2000-2014), the Naval Postgraduate School, Monterey, California, USA (-1989-2000), and the Hong Kong University of Science and Technology (1996-1998). He has also worked at the AT&T Network Software Center (now Alcatel-Lucent) and Ernst and Young. His responsibilities have included serving as advisor on complex projects with large organizations, NASA, and the U.S. Government Department of Defense. Dr Sengupta’s consulting activities involve organizations in USA, Asia and Europe.
Dr Sengupta’s published work in the academic and business literatures includes a widely-acclaimed article in the Harvard Business Review (February 2008) on how managers fail to learn from experience. The accompanying podcast is one of the most-downloaded in INSEAD’s history. His research has been highlighted in the Wall Street Journal. Dr Sengupta has extensive experience in the design and delivery of executive education programmes, and teaches in the flagship programmes of Judge Business School.
Dr Philip Stiles
Co-Director of the Centre for International Human Resource Management
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.
Professor Jaideep Prabhu
Jawaharlal Nehru Professor of Indian Business & Enterprise; Joint Academic Programme Director
Jaideep Prabhu is Jawaharlal Nehru Professor of Indian Business and Enterprise, and Director of the Centre for India & Global Business at Judge Business School, University of Cambridge. His research interests are in marketing, innovation, strategy and international business. His current research is mainly on how multinationals are using emerging markets like India as a lab to do affordable and sustainable innovation for global application.
He has published in and is on the editorial board of leading international journals such as the Journal of Marketing and the International Journal of Research in Marketing. He has appeared on BBC News24, BBC Radio 4 and Bloomberg BusinessWeek, and his work has been profiled in BusinessWeek, BBC World Service, The Economic Times, The Economist, The Financial Times, Le Monde, MIT Sloan Management Review, The New York Times, The Sunday Times and The Times.
He is the co-author of Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth, described by The Economist as “the most comprehensive book yet” on the subject of frugal innovation, and a number 1 business bestseller in India.
Dr Philip Stiles
Co-Director of the Centre for International Human Resource Management
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.
Participant Profile

Middle to senior-level practitioners (3-5 years of experience) from microfinance service providers (development financial institutions, banks and microfinance institutions), policy makers/regulators, NGOs, policy and research centres, academicians and other similar entities involved in microfinance
Trainers

JOHN OWENS
John Owens, Senior Digital Financial Services Advisor. An attorney and senior advisor who has worked with microfinance institutions, banks, credit cooperatives, financial technology as well as regulators and policy makers across Asia and the Pacific, Africa, China, Eastern Europe, Russia, the Middle East, Latin America and the Caribbean on digital financial services and financial inclusion strategie and policies. He has also provided technical advisory services, training, and research to various financial service providers as well as managed several international development projects focused on microfinance, financial inclusion, digital financial services, digital payments and agent networks for more than 25 years. He holds a Juris Doctor in Law from Notre Dame Law School and Bachelor of Art degrees in Accounting and Philosophy from Gustavus Adolphus College.
CHRISTOFFER ERICHSEN
Christoffer has over 20 years of experience in the fields of innovation, learning and facilitation of change. Chris is an internationally sought-after keynote speaker, facilitates innovation labs for large organisations and run 4 core modules: Design Thinking, Leading Innovation, Creative Leadership and Running Agile Projects. As a senior process consultant Christoffer has led and delivered large change management and innovation projects in Europe & South East Asia. Chris has integrated his years of experience, unique frameworks and simple tools into a consulting practice that focuses on supporting individuals, networks and organisations in discovering their potential to create new value through innovation and change. Christoffer advises the UN on innovation, mentors business leaders, startups and social enterprises. During his career, he has received a range of awards; in 2013 he received the CSR Leadership and Excellence Award at the World CSR Congress and most recently he has been appointed to support leading SMEs to go regional in ASEAN.
BENNETT GORDON
Bennett Gordon is a consultant specializing in payments, technology, and commerce. For two years, Bennett led the finance department at Kopo Kopo, the first merchant aggregator and merchant cash advance provider in the mobile money industry. More recently Bennett has consulted for clients such as MasterCard, the UN's International Telecommunication Union, and the World Bank. He holds a BA from The George Washington University and an MA from The Johns Hopkins University with a concentration in Latin American Studies and specializations in finance and emerging markets. He has lived in Colombia, Argentina, Italy, Kenya, Tanzania, and currently is based in Seattle.
MODIBO CAMARA
Dr. Modibo K. Camara is the CEO and Co-Founder of A2F Consulting LLC, a US and Germany-based boutique Consulting firm founded in 2007. Dr. Camara has over 20 years of experience working on financial and private sector development issues, including nine years at the World Bank Group. He is a recognized specialist in access to finance issues and has hands-on experience in microfinance and SME finance in Africa, Central and Eastern Europe, Latin America, and Asia. Among other credentials, Dr. Camara has extensive experience working with Central Banks and Supervisors across the globe, and has led multiple advisory teams focused on creating financial sector strategies. Prior to A2F Consulting, Mr. Camara worked for the International Finance Corporation, The World Bank, CGAP, Gemini Consulting, and IPC GmbH in about 55 countries across the globe. At Gemini Consulting (now Cap Gemini), he advised “blue chip” financial institutions such as Deutsche Bank, Citibank and Merrill-Lynch on business strategy as well as operational efficiency. Mr. Camara holds a Doctorate Degree in Financial Economics, and speaks English, French, German, Mandinka, Spanish, Portuguese and intermediate Russian. He is a US citizen.
LEW TAW FONG
Lew Taw Fong is a consultant with Asian Banking School (ABS) specializing in Branch Management. His other areas of expertise include Branch Banking Operations, Introduction to Trade Financing, AMLA/CTF, Central Credit Reference Information Search (CCRIS), Fraud Detection and Prevention, Covenants and Credit Support, Security and Loan administration, Introduction to Credit for Consumer Sales Executive, Line and Middle Managers, and System Work flow for Mortgage and investment Loans.

He has 32 years of experience with Maybank holding various key positions including Branch Manager, Regional Trainer and Facilitator, Task Force, Head of Trade Finance and Chief Operating Officer based in Maybank Hong Kong. After his retirement, Lew went on to be the Group Organizational Trainer for the Maybank Training Academy before he joined ABS.

Lew is a certified Manager Trainer from the Singapore Institute of Management, as well as a certified HRDF trainer.He holds a Bachelor’s Degree in Business Administration, majoring in Management from the University of Ottawa, Kansas, US.
YEOW TIANG HUI
Yeow Tiang Hui has 28 years of experience in banking and investment, having first worked with small and medium enterprise clients at United Overseas Bank and Citibank N.A., Singapore. He then moved on to manage multinational accounts in Deutsche Bank AG, which was followed by managing large local corporate clients in Citibank/Citicorp Malaysia, where he was also Vice President in their venture capital outfit and the Head of Commercial Banking.

From 1997 to 2005, he served as Head of the offshore banking business of the French banking group, Crédit Industriel et Commercial covering Malaysia, Greater China and the Philippines. After that, from 2007 till 2016, he served as the Head of Corporate Banking at Kuwait Finance House (KFH) where in 2012, he set up the client coverage team housed under the Investment Banking Division. He was involved in the structuring and implementation of Shariah compliant financing products at KFH.

Yeow graduated in Economics from the National University of Singapore where he studied International Finance, Banking & Monetary Economics. He obtained further training in banking and finance from the Institute of Banking & Finance in Singapore, Deutsche Bank Asia Pacific, and Citibank Asia Pacific Banking Institute, where he studied Credit & Financial Analysis, Applied Financial Services, International Trade Finance, Corporate Finance and Financial Derivative Products.