Cambridge Summer School Programme
Cambridge Summer School Programme
  • Overview
  • Programme at a glance
  • Programme Outline
  • Programme Faculty
  • Programme Venue
  • Overview
    UPDATE : The Cambridge Summer School Programme has ended. It was a great programme with outstanding faculty, programme managers from Cambridge and an exceptional group of participants. 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.


    31 July – 4 August 2017


    Cambridge, United Kingdom

    Malaysian Participants



    per participant

    International Participants



    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.
  • Programme at a glance
    30 Jul
    31 Jul
    1 Aug
    2 Aug
    3 Aug
    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


    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.
    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
    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.
    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.
    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 Kamal Munir
    Reader in Strategy & Policy
    Dr Kamal Munir has been teaching at Cambridge Judge Business School since 2000. Dr Munir's research focuses on technological innovations and related behavioural changes in society. He has published numerous articles in leading academic journals and presented his work all around the world. He is frequently invited internationally to speak on issues related to social, technological and economic change. Dr Munir’s work has been quoted on both television and print (e.g. BBC Hard talk; CNN; Wall Street Jourrnal; Financial Times; the Guardian; the Telegraph etc).
    Dr Munir's practical experience includes acting as a consultant or trainer for several organisations, including the World Bank, the Asian Development Bank, the State Bank of Pakistan, the Department of Trade and Industry, UK; McKinsey & Co; Shell Petroleum; and British Telecom, among several others.
    Dame Sandra Dawson
    KPMG Professor of Management; Former Deputy Vice-Chancellor of the University of Cambridge
    Dame Sandra is KPMG Professor in Judge Business School and one of the Deputy Vice Chancellors of the University. She was Director of Judge Business School from 1995 to 2006 and Master of Sidney Sussex College from 1999-2009. She writes and consults on organisational behaviour, leadership, health management, innovation and technology transfer, and is author of numerous articles and four books.
    In 2004, Dame Sandra was invested as a Dame Commander of the British Empire as part of the UK national honours system in recognition of her contribution to higher education and management research. In 2006, she was inducted into the International Women's Forum's International Hall of Fame in recognition of her achievements in business education and leadership development including being an outstanding role model for women who aspire to lead in the commercial, educational and not-for-profit sectors.

    Dame Sandra has extensive executive education teaching experience in the commercial public and charitable sectors. She is currently a Non-Executive Director of the Financial Services Authority, Oxfam and DRS (Data Research Sevices) plc and a member of the Prime Minister’s Council on Science and Technology, the UK India Round Table, The UK-India Business Council Advisory Board and an Advisory Board for the Aga Khan University on building a Business School to meet the needs of emerging economies. Previously, she has been Chairman of Riverside Mental Health NHS Trust; served as a Non-Executive Director of Barclays plc, JPMorgan Claverhouse Investment Trust, the Public Health Laboratory Service and Cambridge Econometrics and served on the UK's Senior Salaries Review Body and the DTI Task Force "Accounting for People".
    Professor Christopher Loch
    Director of Cambridge Judge Business School; Professor of Management Studies
    Director of the INSEAD Israel Research Center (2008-2011) and Dean of the PhD Programme (Sep 2006-Aug 2009), INSEAD, Fontainebleau, France. Associate (client consulting team member), McKinsey & Company, San Francisco, USA, and Munich, Germany (Oct 1991-Dec 1993). Strategic Analyst (competitor and industry analyses), Siemens AG, Munich, Germany (Summers 1986-1989). Lecturer (evening MBA course on Management Science and undergraduate course in Operations Management), University of Tennessee, Knoxville, USA (Jan-Jul 1987). Non-executive Director of educational software start-up company Prendo (2000-present).
    Professor Loch has been the Chairman of the Behavioral Operations Management section of INFORMS (2008-2010), Department Editor for both Management Science (R&D and Innovation department) (2004-2009) and Production and Operations Management (2003-2007, and the special issue on behavioural operations management in 2011), and Associate Editor of Management Science, (2000-2004, 2009-2011), Manufacturing and Service Operations Management (M&SOM) (2003-2011) and Operations Research (1998-2004).

    Prior to joining the School, Professor Loch was the GlaxoSmithKline Chaired Professor of Corporate Innovation (2006-2011), Professor of Technology and Operations Management (2001-2011) and Assistant and Associate Professor (1994-2001) at INSEAD, Fontainebleau, France. From 2009 to 2010 he was Visiting Professor of Operations Management at the Stockholm School of Economics in Sweden, and in 2002 and 2003 was Visiting Professor in the Information Dynamics Lab at Hewlett Packard Labs in Palo Alto, California.
    Professor Stelios Kavadias
    Margaret Thatcher Professor of Enterprise Studies in Innovation & Growth; Director of Research
    Professor Kavadias was the Steven A. Denning Professor of Technology & Management, as well as an Associate Professor of Operations Management, at the College of Management at Georgia Tech. He has also been a Batten Fellow at the Batten Institute of Innovation and Entrepreneurship at the Darden School of Business.
    Professor Kavadias 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. At Georgia Tech's Huang Executive Education Center, he regularly contributed to open enrolment and custom executive programmes on innovation and project management, and was the Academic Director of their GE Energy PLMP programme. He has authored several case studies through close collaboration with major firms across multiple industries. His research interests are looking at the effectiveness of new product development (NPD) decisions with a particular focus on the decisions that concern: (i) the strategy implementation through the appropriate resource allocation rules and the definition of the "right" portfolio of new projects and products; (ii) the R&D ideation, search and experimentation process both at a firm level and the project team level; and (iii) the effects of the organisational design and the associated incentive schemes on the product development outcome. At a broader level, seeking to understand the challenges that arise during the planning and execution phases of the innovation process, always with an operational/managerial perspective.
    Professor Danny Ralph
    Professor of Operations Research; Academic Director of the Centre for Risk Studies; and Director of Studies in Management Studies and Fellow of Churchill College
    Professor Danny Ralph is a member of the Australian Mathematical Society, INFORMS, the Mathematical Optimization Society and SIAM. He was Editor-in-Chief of Mathematical Programming (Series B) from 2007-2013 and has served on the editorial boards of Mathematics of Operations Research and the SIAM Journal on Optimization, as well as the SIAM-MPS book series on optimisation. Following post-doctoral research at Cornell University, Professor Ralph was Lecturer and then Senior Lecturer at the University of Melbourne in Australia.
    His research interests include risk in business decision making; risk aversion in electricity markets; methods and models for optimisation problems and equilibrium systems. Specific projects undertaken in collaboration with the banking and insurance industry (Catlin, HSBC, ICBC, Lloyd’s, Munich Re, Risk Management Solutions, Swiss Re) cover emerging risk scenarios, financial stress testing and a global ranking of cities by risk exposure. Engagements with other sectors include electricity consultancies (Artelys, LCP), oil and gas (Shell Exploration, Statoil) and retail (BT Retail, Gap) on decision making under high uncertainty. Public service contributions to the UK Cabinet Office, UK Industry and Parliamentary Trust, UK Office of the Government Chief Scientific Advisor, and United Nations World Humanitarian Summit.
  • Programme Venue
    “If I were called upon to mention the prettiest corner of the world, I should draw a thoughtful sigh and point the way to the gardens of Trinity Hall.” – Henry James,1878

    Trinity Hall College is the venue of the inaugural Cambridge Summer School Programme. It is the fifth oldest college in Cambridge and was founded in 1350 by Bishop Bateman, originally for the study of canon and civil law. The College has occupied its beautiful buildings since the 14th century and its history and traditions continue to support its role as a member of the federation of colleges in the University of Cambridge. With views overlooking the river Cam and its elegant gardens, it is thought by many to be the most attractive in the City. In the heart of Cambridge, sheltered from the hustle and bustle of the City, Trinity Hall has a quiet, peaceful air making it perfect for learning and living.
    Situated on the 1st floor of Trinity Hall and overlooking its Front Court, the Leslie Stephen Room is the venue for this year’s Summer School Programme classes. Refreshments will be held in the adjacent Chetwode Room.
    Accommodation will be provided (from 30 July - 5 August 2017) at Trinity Hall’s newly opened WYNG Gardens, which is an 8-minute walk from the main college’s central site. It is located in the centre of Cambridge, close to bustling cafés, restaurants, bars and shops, as well as local landmarks and other visitor attractions.

    Participants will stay in modern and comfortable ensuite single bedrooms which includes guest WIFI access, bathrobe and slippers, complimentary toiletries and a Fairtrade hospitality tray.

    Breakfast for participants will be served in the Dining Hall. Located in Trinity Hall, it is still housed in its original building dating from 1350. Modernised in the Georgian period, it still has features dating from its medieval beginnings, such as the stained glass crests and its minstrel’s gallery.

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