Emerging Banking Leaders Programme
Emerging Banking Leaders Programme
  • Overview
  • Programme at a glance
  • Programme Outline
  • Programme Faculty
  • Programme Venue
  • Overview

    The Next emerging banking leaders Programme will be from 1 - 5 April 2019.
    For early bookings, please email

    The role of a banking leader today is not without its complexities. Having your finger on the pulse of all aspects of the organisation, while keeping pace with the fast-moving changes that are happening in the industry, is no mean feat. It has become a balancing act of stakeholder management, strategic thinking, leadership, change management, human resources, investor relations, ethics, governance and risk, to name a few; as well as being in the know of global banking trends, disruptions, innovations and transformation.

    Understanding this need, the Asian Banking School together with the Executive Education division at the University of Cambridge Judge Business School, has developed a ground-breaking programme for Emerging Banking Leaders to prepare high potential bankers on the fast-track to a leadership position with the skills and knowledge needed to face the challenges of working in this increasingly complex and dynamic environment. It is a programme that we hope will help shape the future of banking through its leaders of tomorrow.

    Over 1 week, participants will gain invaluable insights from renowned Cambridge Judge faculty into global banking trends and disruptions, strategic thinking, digital innovation and transformation, developing an innovative culture, building high performance teams and change management. 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.

    University of Cambridge is consistently ranked in the top three universities worldwide in terms of its teaching and research, and is one of the oldest universities, one of the largest in the United Kingdom and its reputation for outstanding academic achievement is undisputed. The 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.
    Becoming Alumni
    Participants will have membership of the Cambridge Judge Business School Executive Education alumni network 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.


    9 – 13 April 2018



    Malaysian Participants



    per participant

    International Participants



    per participant

    * Fee includes on-campus University college accommodation with breakfast (from 8 – 14 April 2018), 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
    8 Apr
    9 Apr
    10 Apr
    11 Apr
    12 Apr
    13 Apr
    Pre-Programme Preparation

    • Pre-read case studies & articles
    • Questionnaire

    Arrival in Cambridge
    Welcome & Introduction to the Programme

    Leading the Organisation
    Thinking Strategically Digital Innovation & Transformation How to Develop an Innovative Culture Managing Change

  • Different approaches to change
  • Overcoming resistance to change
  •   Lunch Lunch Lunch Lunch Lunch
    Guided Tour of Cambridge & Punting Global Banking Trends & Disruptive Innovation Global Banking Trends & Disruptive Innovation

    Offsite visit to a leading FinTech company with a financial focus
    Digital Innovation & Transformation Managing Teams for High Performance

    • Understanding team dynamics and high performing teams
    Action Planning

    • Reflecting on topics of the week
    • Transfer the learning back to the workplace
    • Close of the programme
      Evening Break Evening Break Evening Break Evening Break Evening Break
      Opening Gala Dinner at St Catharine's College with Guest Speaker     Gala Dinner & Certificate Ceremony at Magdalene College  
  • Programme Outline
    Learning Journey Narrative
    Throughout the programme, participants will gain increased self-awareness through a number of diagnostic tools. Prior to the start of it however, all participants will be asked to read several case studies of relevance to their roles, and to complete a number of questionnaires. These will be fed back to them during the programme in Cambridge.
    SUNDAY, 8 APRIL 2018
    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, 9 APRIL 2018
    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.
    Morning Session : Leading the Organisation
    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. How individual leaders can influence employees to perform at their best and build appropriate relationships to do so. 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 session will explore the notion that having the appropriate leadership style can be critical for effective performance by managers in the organisation. 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. This session will also explore the dichotomy of whether participants are predominantly leaders or managers, and what are the implications of too much leadership or too much management for an organisation. Discussion will focus on how they see their roles and behaviours within their part of the organisation. The aim of organisations is to have commitment rather than compliance from the workforce and the concept of Marginal Gain which is critical to leadership success will be discussed. 
    Afternoon Session : Global Banking Trends & Disruptive Innovation
    This session will open with a quick summary of some of the global banking trends, followed by looking at innovation whose pace, scale, and impact has accelerated to unprecedented levels. Sometimes, innovation enhances the value of existing products and services whilst 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 the ways in which organizations and ecosystems operate. For instance, 3D printing could radically change the world of manufacturing. FinTech 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 will explore what we mean by disruptive innovation and the six dimensions to predict disruption.
    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, 10 APRIL 2018
    Morning & Afternoon Sessions : Thinking Strategically
    These sessions look at the strategic drivers of success – topics will include the role that strategy plays in organisational success, what a good strategy looks like and toxic assumptions (ie. company DNA) and other obstacles to strategy development. It will explore some strategic tools such as how to assess the attractiveness of an industry, developing and sustaining a competitive advantage, the strategic role of complementary assets and plotting strategy in the face of network effects.

    In the afternoon, participants will then have the opportunity to visit a leading FinTech company to gain insight into the developments made and affecting the financial services industry.
    Wednesday, 11 APRIL 2018
    Morning & Afternoon Sessions : Digital Innovation & Transformation
    These sessions will explore developing a vision for digital innovation for your organisation and re-inventing your strategy and value creating approaches to take advantage of digital. It will also look at transforming your organisation and managing resistance to change in embracing digital and to apply digital innovation frameworks to enhance strategy and competitiveness. Finally, understanding how to manage the transition in becoming a more effective digital organisation.
    Thursday, 12 APRIL 2018
    Morning Session : How to Develop an Innovative Culture
    Companies and especially mature ones need to understand that to compete today they need to innovate. Participants will learn about the role of innovation for sustainability and the properties of ambidextrous organizations. 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. This session focuses on innovation as a key lever for attaining corporate objectives and offers a way for senior executives to think about how to bring innovation into the core of their activities and improve capabilities to apply innovation in their organisation to enhance performance.
    Afternoon Session : Managing Teams for High Performance
    From leading others, the learning moves towards the consideration of how to lead teams and this issue becomes imperative when the aim is to produce high performing teams. The focus of this session is to introduce a framework – and a diagnostic tool – for managing high performance teams. The fate of projects and other initiatives is decided by how leaders structure and lead their teams. This entails preparation, planning and control, as well as making difficult decisions at critical junctions. To examine how leadership can make a difference in creating high performance teams, we analyse the events surrounding the race between Roald Amundsen and Robert Scott for being the first to reach the South Pole. We ask why events transpired the way they did and what impact the leaders had on the eventual outcomes. The stories hold insightful lessons about leading effectively, especially when unpredictable events occur in engagements. This session will be using the Reaching the South Pole case study.
    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, 13 APRIL 2018
    Morning Session : Managing Change
    Change is a constant demand in many organisations, with increasing expectations of stakeholders and the fluctuating relationship with shareholders and the government overall. For an executive, certain things are within his/her control and certain things are not. In this session, we explore the areas where change is both possible and desirable. The objective of this session is to explore what really works in change management in a public and private sector setting, and to use these to implement news ways of working in the participant’s own environment.

    We begin by understanding change in organisations - its drivers, the strategies and tactics when formulating and implementing change programmes, including engaging with many perspectives as recipients, creators and bystanders. This session provides an overview of what enables and constrains change and how alignment between diverse stakeholders may be secured. Finally, it will explore on how to manage Gen Y through change.
    Afternoon Session : Personal Action Plan
    The Personal Action Planning phase is one of the most important parts of the programme. It is an opportunity for participants to plan for the future; a chance to think about how they can utilise their strengths, build on their development needs and apply the key learning from the class to the workplace. Participants will be asked to list 2 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.
  • Programme Faculty
    Dr Kishore Sengupta
    Reader in Operations Management; Director of Executive Education, University of Cambridge Judge Business School
    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 Cambridge 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 Cambridge Judge Business School.
    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 University of Cambridge Judge Business School. 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.
    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.
    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 Shaz Ansari
    Professor of Strategy & Innovation
    Shaz Ansari has published in several leading academic journals including Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Organization Science, Journal of Management Studies, Strategic Organization, Research Policy, Industrial and Corporate Change and Organization Studies. He serves on the editorial boards of the Academy of Management Journal, Academy of Management Review, Organization Science, Journal of Management Studies and Organization Studies; and is a high performing member of the Erasmus Research Institute of Management (ERIM) at Erasmus University in Rotterdam, the Netherlands. He is also a consultant at Thinfilms Inc., a New Jersey firm providing thin film services (in particular coating services) to over 150 corporations in the hybrid microelectronics, semiconductor, optical, medical and sensor industries.

    Prior to joining the Cambridge Judge Business School, Shaz was an Assistant Professor at the Rotterdam School of Management (RSM), Erasmus University, Rotterdam, The Netherlands, where he now has a Visiting Assistant Professorship. He previously held a Visiting Research Associate position at Cambridge Judge Business School. 
    Professor Michael Barrett
    Professor of Information Systems & Innovation Studies;
    Director of Research
    Michael’s research interests are in digital innovation and university-based ecosystems; AI and online communities for health support; digital healthcare innovation for personalised medicine; FinTech and disruptive innovation in banking; mobile platforms for financial inclusion and clean energy; Internet of Things and smart manufacturing; IT and globalisation; service innovation; knowledge exchange in cross-cultural and multidisciplinary teams.
    He draws primarily on practice-based theories for understanding digital innovation and transformation. He has also developed rhetorical strategies for understanding IT diffusion, and deploys longitudinal case study research using interpretive and mixed-method approaches.

    Michael is the 2016 Distinguished Scholar for the OCIS Division at the Academy of Management. As part of the ESRC's Expert Advisory Group, he helps inform their strategic engagement of the Global Challenges Research Fund (GCRF); a £1.5 billion fund distributed across multiple delivery partners to be spent on international development research over the next five years. He has served as head of the Organization Theory & Information Systems group, Director (Associate Dean) of Programmes, and Director of the MPhil in Innovation, Strategy & Organisation (ISO) programme at Cambridge Judge Business School. He is currently Academic Director of Cambridge Digital Innovation and has served on the Steering Board of the Cambridge Service Alliance. Michael has also served as a member of the Management Executive Group of the knowledge translation research group, Collaborations for Leadership in Applied Health Research and Care (CLAHRC).

    He has had several editorial responsibilities including Senior Editor of MIS Quarterly, Associate Editor of Information Systems Research, Senior Editor of Information & Organization and Senior Editor of the Journal of the Association of Information Systems. Michael has also served as a member of the Editorial Board of Organization Science. He has contributed to articles in The Economist, The Times, and The Financial Post, and has served as an external examiner at Oxford University, the University of Edinburgh and the London School of Economics.

    Michael has worked as an industrial engineer for Colgate Palmolive and won the Most Valuable Employee award for consulting and business development at Oracle Canada. He continues to work closely in research and executive education for a number of organisations, including Thomson Reuters, Statoil, Bank of China, China Mobile, BT, IBM, HP, PricewaterhouseCoopers, Coventry Building Society, Shell Exploration, and the World Health Organization.

    Michael has held visiting appointments at MIT (2006) and the London School of Economics (2000). Prior to joining Cambridge Judge Business School, he was an assistant professor in information systems at the University of Alberta (1996-2001), and an Adjunct Professor at the International Institute of Qualitative Methodology (1999-2001), also at the University of Alberta.
  • Programme Venue
    Trinity Hall College is the fifth oldest college in Cambridge and the venue for the Emerging Banking Leaders Programme. It 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.
    Her Majesty the Queen and the Duke of Edinburgh visited Trinity Hall in 2000 to mark the 650th year of the College's foundation and reopened the Graham Storey Room after its refurbishment. This room has had many uses over the centuries including being the College library and dates back to 1590. Named after Trinity Hall's English literature scholar Graham Storey OBE, who had a 50 year association with the College, this ground floor room is easily accessible, and has a wonderfully light and airy feel with a view of the Latham Lawn. The room houses some of the College's artwork and combines a bright modern aspect with the College's traditional style. The Graham Storey Room will be the venue for the Emerging Banking Leaders Programme classes.
    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.
    Magdalene College was founded in 1428 as a Benedictine hostel, in time coming to be known as Buckingham College, before being refounded in 1542 as the College of St Mary Magdalene. It is noted for its 'traditional' style and boasts a well-regarded candlelit formal hall, which will be the venue for the Gala Dinner Ceremony.
    By Diliff (Own work) [CC BY-SA 3.0 ( or GFDL (], via Wikimedia Commons
    Accommodation will be provided from 8 - 14 April 2018 at Trinity Hall’s modern student residence, 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 and a Fairtrade hospitality tray.

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