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  • Overview
  • Programme at a Glance
  • Methodology
  • Programme Week 1
  • Programme Week 2
  • Trainers
  • Overview
    UPDATE: Programme dates for 2017 are 27 November - 8 December 2017. Check back for further updates to the programme.
    Be prepared to embark on a transcontinental journey in banking leadership. The first of its kind to be developed specifically for the banking industry in Malaysia, the Global Banking Leaders Programme is a collaboration between the Asian Banking School (ABS) and the Cass Business School, City University London. 

    Collaborating with the Cass Business School on this ground breaking programme was an ideal choice for ABS. They are ranked in the top one percent of business schools worldwide, well renowned for their world class faculty and research, strategically located in the heart of the financial district in the City of London and have an enviable network of business practitioners providing professional networking opportunities for participants of this programme. Cass also produces research of which 90% of it is of international significance with academics carrying out more world-leading and internationally excellent research in business and management than Oxford and Cambridge, and is among the global elite of business schools that hold the gold standard of ‘triple crown’ accreditation.

    The Global Banking Leaders programme will be delivered over two weeks. The first week will be delivered in Kuala Lumpur, Malaysia at the state-of-the-art facilities of the Asian Banking School. The second week, will be delivered in London, United Kingdom at the centrally located Cass Business School.
    PROGRAMME FEES
    Malaysian Participants
    MYR
    80,000
    / PAX*
    International Participants
    USD
    22,500
    / PAX*
    *inclusive of GST

    Fee includes lunch and other refreshments, as well as programme materials for one participant
    Staff Training Fund (STF) Claims
    ABS has received approval for special exemption to be made to the STF Credit Guideline to allow financial institutions to claim the full amount of their roundtrip airfare to and from London for the purpose of attending the 2nd week of the Global Banking Leaders programme. STF claims for accommodation of up to £200 per night are also allowed to be included for the London portion of this programme. This is in addition to the STF-claimable programme fee. It is an unprecedented decision made for the usage of STF, and it marks the importance that the ABS Board and AICB Council sees in this programme.
  • Programme at a Glance
    WEEK 1, 28 NOVEMBER – 2 DECEMBER 2016, KUALA LUMPUR, MALAYSIA
    Day 1Day 2Day 3Day 4Day 5
    Leadership Challenges in Running a BankLeadership of High-Performance TeamsStakeholder ManagementBanking Banana SkinsCorporate Entrepreneurship in Banks
    Building a Leadership BrandManaging Strategic ChangeLeadership in Crisis and DisruptionMergers and AcquisitionsManaging People Risk
       Networking Dinner 
         
    WEEK 2, 5 – 9 DECEMBER 2016, LONDON, UNITED KINGDOM
    Day 1Day 2Day 3Day 4Day 5
    The Economic and Policy Background to Global Financial MarketsRegulatory Initiatives in Banking and Capital MarketsDigital Developments in the Banking SectorThe Opportunities for Banks from Robo InvestingVisit leading financial institutions in the City
    Customer Relations and Customer Centricity

    Visit leading financial institutions in the City
    ___________

    Leading Effective Change in the Banking Industry

    Technology Transformation in the Banking SectorLeveraging Networks and Enhancing CollaborationProject Presentations
    Networking Dinner  Gala Dinner with Keynote Speaker 
  • Methodology
    The Global Banking Leaders programme will be a mixture of lectures, interactive debates, topical case studies and group-work, and will be delivered by a balance of Cass Business School faculty members and experienced industry experts. It will be led by Professor Andrew Clare and Professor Steve Thomas, and will draw from Cass experts in banking and leadership.

    While the overall learning will be done via classroom style, it will not be the only element of the programme. The second week will see the use of a mix of interactive classroom sessions, field visits, industry talks and networking engagements to provide for a complete immersive learning experience; and what better place to do all that then in London, one of the world’s greatest cities and the world’s leading financial centre (as ranked by the Global Financial Centres Index 2015).
  • Programme Week 1
    28 November – 2 December 2016, Kuala Lumpur, Malaysia
    DAY 1 – 28 NOVEMBER 2016

    Morning Session : Leadership Challenges in Running a Bank

    The programme will open with a session that will set the tone for the two-week programme and represents a broad overview of the many and varied challenges facing bank leaders today. Many of these themes will be revisited during the programme. Participants will consider five key aspects of banking. The first of these is Capital Adequacy. How do we strengthen balance sheets to satisfy regulators, transact our chosen business lines, and still write profitable business that will create shareholder value? The second dimension participants will consider is Asset Quality. What is our risk appetite and do we apply it in practice? But having appropriate capital and high quality assets is not sufficient in itself to guarantee the profitability and sustainability of a bank. This why the session will focus next on Management Quality. How can we meet the challenge of recruiting, nurturing and retaining top talent? The penultimate element that we will focus on in this session is Earnings. How do we earn an acceptable return, while covering the bank’s cost of capital and remaining competitive? Finally, the session will focus on an aspect of banking that was not well understood by politicians at least until the recent financial crisis – Liquidity. How do we ensure that bank liquidity is sufficient to allow a bank to navigate successfully through market disruption and systemic incidents? Throughout the session participants will review the complexities of communicating effectively with customers, prospects, shareholders, regulators and the media. This assessment of these crucial challenges will provide context for the sessions to follow.

    Afternoon Session : Building a Leadership Brand

    The session will open with a discussion around the topic of leadership in general, focusing on key leadership attributes and exploring what a world-class leader in banking might look like. Participants will then be invited to consider in turn: a) their current leadership style; b) the type of leader they would like to become; and c) what steps they would have to take to get there. The session will conclude with each participant creating a personal “brand leadership” statement. They will be encouraged to review this after each session (including those in Week 2), as they come across components that they would want to weave into their respective leadership brands.
    DAY 2 – 29 NOVEMBER 2016

    Morning Session : Leadership of High-Performance Teams

    This session comprises a situational component and begins by explaining how people can be seen through different lenses - how they prefer to behave, how they are behaving, and what behaviours others probably observe. The participants will also be asked to consider the importance of: a) the unexploited behaviours, which could be leveraged; b) over-utilised behaviours which by virtue of being overdone could become weaknesses; and c) behaviours that take a person beyond their comfort zone. Analysis of feedback and subsequent discussion would form the first part of the diagnostic in terms of establishing the self-leadership development the bank leader might require to progress. The self-awareness component of the programme will also provide an opportunity for participants to consider the adaptation in style required to deal with colleagues in different situations and with colleagues with behaviour and leadership styles that differ from their own.

    The session will then move on to consider how a team is likely to behave. Where does a team have strengths to be exploited and blind-spots to be addressed? This stage of the session will also provide an opportunity to introduce the concept of the “problem-solving wheel”, where bank leaders can learn how to bring different behaviours in to play in a logical sequence to achieve the optimum result. The final part of this session will look at how a bank leader, armed with heightened self-awareness and an appreciation of how their team is likely to behave, can develop a team so that it is as efficient and effective as possible.

    Afternoon Session : Managing Strategic Change

    The afternoon will build on the morning by considering how bank leaders can deliver change within a regulatory, ethical, and customer context, while sustaining staff engagement levels. The session will focus on a range of topics, essential for successful bank leadership, including: the drivers for change; the levers of effective change, the management of implementation risk; how “hearts and minds” can be won; how to resolve dilemmas; and how to deal with organisational tensions. Throughout the session opportunities will be taken to apply some of the learning from the morning session in terms of effective communication strategies.
    DAY 3 – 30 NOVEMBER 2016

    Morning Session : Stakeholder Management

    There are a wide range of stakeholders, both internal and external that are crucial for the success of a bank. Being able to manage these stakeholders so that they can help senior bank management lead their banks to a sustainable and profitable future is crucial. In this session participants will be encouraged to appreciate that stakeholder management is a critical component to the successful delivery of any project, programme or activity. During the session they will use a number of tools and techniques to consider in turn: how to identifying stakeholders; how to classify them in terms of interest and power/influence; how to understanding the goals and aspirations of the stakeholders; and how to engage with them to maximize their potentially positive impact on the goals of senior bank management. Once again, the communication strategies learned on Day 2 will be applied.

    Afternoon Session : Leadership in Crisis and Disruption

    Someone once said that leadership was all about “making a tough decision, on a bad day, with imperfect information, against the clock”. Nowhere is this better illustrated than in the world of banking. In this session, participants will begin by reviewing the differences between a manager and a leader, and discussing why these differences become vital in times of a crisis. The majority of the session will then concentrate on the analysis of a series of banking case studies, to help the participants appreciate examples of good and bad leadership.
    DAY 4 – 1 DECEMBER 2016

    Morning Session : Banking Banana Skins

    This session will focus on the evolution of risk (and subsequent loss) in banking. Participants will firstly look at the extent to which risk areas were predicted, and the extent to which they came as a complete surprise in the recent global financial crisis. This will provide an opportunity for participants to identify corporate signals, that is, metrics that suggest that a bank is heading for trouble. Participants will then explore why it is that history repeats itself so often in terms of banking losses, which will lead to a concluding assessment of the contribution of “the human factor” to these losses.

    Afternoon Session : Mergers and Acquisitions

    The banking industry provides many examples of M&A activity. This session is aimed at the human issues behind the technical deal, to help participants appreciate the emotional side of the transaction which is often as critical as the technical side. They will look at the drivers behind M&A, and the strategies that are subsequently deployed. They will also explore the behavioural issues that occur at all stages of the process, including during the post-merger integration phase. The leadership challenge of dealing with clients, prospects, competitors, existing staff and new colleagues will also be considered.
    DAY 5 – 2 DECEMBER 2016

    Morning Session : Corporate Entrepreneurship in Banks

    It is not necessarily easy to introduce an entrepreneurial culture into a traditional banking model. This session therefore explores a range of pertinent issues that address these challenges and how they can be overcome. Participants will be helped to address in turn a series of vital questions that need to be answered if a bank is going to make the most of its entrepreneurial opportunities. When do you need corporate entrepreneurship? What is it? How is it related to innovation? Which other large organisations have done this successfully? How does it differ from start-up entrepreneurship? What is essential for it to be successful for your bank? How can you be personally entrepreneurial? Having focussed on these questions, participants will be able to take away an understanding of how a bank can indeed be more entrepreneurial without abandoning its risk management framework.

    Afternoon Session : Managing People Risk

    All of the prior sessions in week 1 of the programme will have addressed a behavioural component of some sort. This final session provides an opportunity to pull some of the “golden threads” together, in order to help participants appreciate the importance for them as leaders to manage the people risk inherent in their respective areas of activity. Recruiting, growing and retaining talent will be discussed. Linked to this will be the growing sensitivities around ethical behaviour, and crucially setting the tone from the top. Operational risk (very much on the radar of the regulators) will be considered, as will the growing movement towards personal accountability, which will increasingly impact on leaders as global initiatives evolve. The session will end with a look forward to week 2 of the programme and a discussion about the projects that the groups will work on during week 2.
    Programme Venue : Asian Banking School
    The programme for Week 1 in Kuala Lumpur will be held at the Asian Banking School (ABS). It offers a modern and aesthetically pleasing learning environment with state-of-the-art facilities providing an ideal location for training. ABS is conveniently located in Nu Tower 2 in the new business hub of the city, Kuala Lumpur Sentral. Adjacent to Aloft Hotel and next to the NU Sentral Shopping Mall, ABS is only steps away from Kuala Lumpur Sentral Station, Malaysia’s largest transit hub, and 5 minutes from the Monorail Station.
  • Programme Week 2
    5 – 9 DECEMBER 2016, LONDON, UNITED KINGDOM
    DAY 1 – 5 DECEMBER 2016

    Morning Session : The Economic and Policy Background to Global Financial Markets

    This session will introduce participants to the main factors driving financial markets. The session will begin with a consideration of both the monetary and fiscal backdrop, before moving on to considering how this backdrop will affect the major global economies. The session will then move on to consider how the current, unique mix of policy will impact demand for credit and therefore the banking industry. We will also consider the impact of the global backdrop on asset prices, in particular the prices of bonds and the related impact on the yield curve, which is the traditional source of bank profitability. Finally, participants we be asked to look forward to consider the likely evolution of the global economy over the medium and long-term and to consider the likely impact on banking.

    Afternoon Session : Customer Relations and Customer Centricity

    The flattening of yield curves across the global economy, explored in the morning session, means that banks have to be acutely aware of the sources of their profitability and revenue. To enhance and protect their revues in such a competitive market, and given the global economic backdrop, banks needs to maximise the value of their relationships with clients. In this session we will explore the relationship between the bank and its customers because organisational profitability will be heavily influenced by the value of customers acquired; how they are served; and the success of the organisation in retaining and growing profitable relationships. During the session we will examine outside-in sources of customer value, evaluation of customer relationships as assets and how leaders must build customer-centric organisations that can retain and develop loyal customer relationships for organisational performance and sustainability. The session will conclude with the consideration of a fascinating case study entitled: Metrobank and the Tournament of Challengers. This case study focusses on Metro Bank which launched in the UK in 2010, and is a serious challenger to the UK’s incumbent banks.
    DAY 2 – 6 DECEMBER 2016

    Morning Session : Regulatory Initiatives in Banking and Capital Markets

    The Global Financial Crisis has caused financial authorities and bank regulators to reconsider the pre-crisis regulatory arrangements. These reviews have had a significant impact on all areas of financial services, but has had a particular impact on the activities of banks. In this session we will consider the widespread impact of changes in the regulatory environment. These changes include: a renewed focus on money-laundering; the adoption of macro-prudential tools by some central banks, as an alternative to more traditional interest rate or exchange rate targeting; a focus on investment intermediaries that provide services to clients around shares, bonds, units in collective investment schemes and derivatives (collectively known as ‘financial instruments’); and the organised trading of financial instruments.

    The regulations currently being adopted across the globe are generally aimed at improving the functioning of financial markets and strengthening investor protection. But what impact will they have on banks and their operations? This session aims to address this question.

    Afternoon Session : Leading Effective Change in the Banking Industry

    As discussed in the morning session, the regulatory environment has changed dramatically since the financial crisis. The regulatory responsibilities of bank management, and in particular of bank leaders has grown and will continue to grow. Furthermore, in many economies, bank leaders are now personally responsible for regulatory failures. How can the leadership teams of banks manage these changes, not just so that they comply with the rules, but so that they can enhance the business at the same time and make their businesses more sustainable? This session focuses on the crucial issue of how to lead effective change in the banking industry, and will challenge common assumptions about traditional approaches to manage change in the industry. During the session participants will: consider change experiences and the components of effective change; re-think the core assumptions of traditional change approaches via a short case study which challenges conventional wisdom; be presented with an analysis of the shifting drivers of change and emerging imperative; explore recently developed change techniques; consider organization-based examples of ‘leading-edge’ change activity; and have an opportunity to formulate individual (and possibly collective) change plans. The overarching aim this session is to help participants identify and respond to the sort of change challenges – regulatory or otherwise – that banks are facing today. Arguably being able to lead effective change is most important in the dynamic environment of banking – where it seems that the only constant is change!
    DAY 3 – 7 DECEMBER 2016

    Morning Session : Digital Developments in the Banking Sector

    The internet and developments in computer technology are revolutionizing many areas of our lives, from health to shopping. The banking industry is also being transformed, with the potential for much more transformation in the near term. As an example, internet and mobile banking transactions in Britain have reached £1bn per day, while banking apps for mobile devices have been downloaded at a rate of 15,000 per day since the start of this year, and internet banking services receive, on average, seven million log-ins per day. The pace of change is rapid in other geographic locations too. These rapid changes in banking practices, and the potential for far greater changes, are both a tremendous opportunity and threat to traditional banking. Are banks taking full advantage of these changes? What are the implications of this rapid digitization for traditional bank branches, for bank clients and for banking security? This session aims to address all of these questions.

    Afternoon Session : Technology Transformation in the Banking Sector

    The morning session will have established the degree of digital change that some parts of the banking sector are going through. Participants will there now be aware that digital technologies are not only profoundly transforming but also the source of great uncertainty. In this session participants will explore the relationship between digital technologies and the forces that are transforming products and services, business models, innovation systems and value chains in the financial services sector. By the close of the session participants will be able to develop a ‘digital transformation roadmap’ for their own banks to help them make the most of the on-going digital revolution. With the roadmap they will be able to begin to embrace digital transformation, something that they need to do before their competitors.
    DAY 4 – 8 DECEMBER 2016

    Morning Session : The Opportunities for Banks from Robo Investing

    Identifying a client’s financial requirements, connecting this requirement to their risk tolerance, building an investment portfolio with appropriate proportions in each asset class and then selecting the right funds to populate this portfolio, all in one seamless process, is the holy grail of investment advisory. In this session we show how it is possible to develop an approach to solving this problem which we believe is both theoretically and empirically robust at every stage, embodying comprehensive financial planning with sophisticated client risk profiling, a sound strategic asset allocation framework, and a fund selection technique for the major UK IMA sectors which has a 15 year proven track record of outperformance of both sector average and investment benchmark performance for many sectors. We believe that such a process will both improve a client’s experience of investment and investment advice immeasurably (which will in turn improve the experience of the adviser too!) while simultaneously addressing the major criticisms offered by the UK regulator of many of the misguided approaches prevalent in the advisory space. In addition, the process that we propose pays particular regard to transactions’ costs, both fiscal and organisational, that an adviser incurs in meeting client needs and which is crucial to the industry-wide acceptability of this or, indeed, any other joined up investment advisory process.

    Afternoon Session : Leveraging Networks and Enhancing Collaboration

    The session will include a facilitated and interactive discussion of the most up-to-date academic thinking on networking-for-business issues: what are the most effective networking styles to generate new business and leverage existing business? How can you balance a giving and taking networking style? How do you to create value for both your career and your organization through networking? The session will include a live demonstration of the “Reciprocity Ring”: a rigorously tested group-based simulation that allows participants to discover and practice the proven-effective principle of generalized reciprocity for enhancing collaboration across business units and breaking silos.
    DAY 5 – 9 DECEMBER 2016

    Morning Session : Visit leading financial institutions in the City

    Afternoon Session : Project Presentations

    Throughout the two weeks the participants will be expected to work on assigned projects related to the management and leadership challenges that they are facing in their banks. The project gives participants the chance to draw on all of the leadership and banking-specific elements discussed in the programme over the two weeks.

    These projects will completed in small groups, where each group will benefit from the guidance of the programme leaders over this period. The culmination of this project work will be a presentation to an expert panel – comprised of a selection of the banking and leadership programme lecturers and chaired by the programme leaders. Each group will present their project findings and will receive feedback from the expert panel.
    Programme Venue : Cass Business School
    Week 2 in London will be held at Cass Business School, City University London. Cass is located in the City of London, one of the world's most dynamic financial and commercial centres, and is a physical expression of their fundamental belief - that business is both a practical and theoretical discipline.

    The Cass Executive Education campus, where the participants of the programme will be, is at 200 Aldersgate Street. It is opposite the Museum of London and close to St. Paul’s, Barbican, Farringdon and Moorgate tube stations.
    Accommodation : Special rates in London for participants
    Special rates for accommodation in London has been arranged for participants of the Global Banking Leaders Programme through the Cass Business School. To benefit from the special rates; please contact Helena Chin at helena@asianbankingschool.com or 03-2742 7822 ext. 332
  • Trainers
    Programme Leaders
    The Global Banking Leaders Programme will be led by two of Cass Business School’s most experienced Faculty, Professors Andrew Clare and Stephen Thomas. Together, they produce not only cutting edge financial research, but also have extensive experience in helping financial services firms and organisations face the challenges of the global financial markets. The Programme will also heavily feature some of the leading academics from Cass’ Faculty of Management and Finance.
    Andrew Clare
    Professor Andrew Clare
    Professor Andrew Clare is the Professor of Asset Management at Cass Business School. He was a Senior Research Manager in the Monetary Analysis wing of the Bank of England which supported the work of the Monetary Policy Committee. While at the Bank Andrew was responsible for equity market and derivatives research. Andrew also spent three years working as the Financial Economist for Legal and General Investment Management (LGIM), where he was responsible for the group's investment process and where he began the development of LGIM's initial Liability Driven Investment offering. He has published extensively in both academic and practitioner journals on a wide range of economic and financial market issues. In a survey published in 2007, Andrew was ranked as the world's ninth most prolific finance author of the past fifty years. Andrew serves on the investment committee of the GEC Marconi pension plan, which oversees the investments and investment strategy of this £4.0bn scheme. He is a trustee and Chairman of the Investment Committee of the £2.7bn Magnox Electric Group Pension scheme, and a trustee of the £500m Amey pension plan. Andrew also serves as an independent member of the Old Mutual Wealth Investment Oversight Committee and the Intrinsic Wealth Oversight Committee. Andrew is the co-author of The Trustee Guide to Investment, and co-author of three CFA readings.
    Professor Stephen Thomas
    Professor Stephen Thomas is an internationally renowned academic, and has held numerous senior posts around the world. He has held professorships in Finance at the University of Wales, in Financial Markets at the University of Southampton, and joined Cass as Professor of Finance in 2007 where he is currently Course Director for the Executive MBA. Professor Thomas was also a Visiting Professor at Queen's in Canada between 1986 and 1987, and has been a Visiting Professor at the ISMA Centre of the University of Reading since 1996. He has won numerous prestigious academic prizes including Prizes for Best Paper at the Global Finance Conference in Dublin in 2005, and Best Market Microstructure Paper at the Mid-West Finance Meetings in Chicago in 2006. In the same year, he was ranked 11th in Europe for research in finance over the previous decade.

    Professor Thomas has recent experience as an investment strategist and partner for a private client firm, Firecrest Hambro, and on the Investment Management Committee of Hasley Investment Management, a multi-strategy investment fund. He founded and edits a range of publications on global credit with Interactive Data (formerly FT). He also undertaken consultancy and teaching in risk and asset management and corporate finance at various global financial institutions. He is involved in professional exams for the investment industry, including serving on the exams and education committee for CFA UK. He established Solent Systematic Investment Strategies as a vehicle to create investment indices for global investment banks.
    Professor Cliff Oswick
    Chair in Organizational Theory, Cass Business School
    Cliff joined Cass in 2011 as a Professor in Organization Theory. He also served as Head of the Faculty of Management and Deputy Dean at Cass between January 2011 and January 2016. Before coming to Cass he spent 4 years at Queen Mary, University of London as a Professor of Organization Theory in the School of Business and Management and served as Dean of the Faculty of Law & Social Sciences (2007-2011). He has also previously held posts at University of Leicester (2002-2007), King’s College, University of London (1990-2002), and Westminster University (1988-1990). Before becoming a full-time academic in 1988, Cliff worked as a HR manager in local government. Cliff’s research focuses on the application of aspects of discourse, dramaturgy, tropes, narrative and rhetoric to the study of organizations and organizing. He is particularly interested in the study of leadership processes, employee engagement, and organizational change. He has published over 120 academic articles and contributions to edited volumes, including contributions to Academy of Management Review, Human Relations, Journal of Management Studies, British Journal of Management, Organization, and Organization Studies. He is the European Editor for Journal of Organizational Change Management and Associate Editor for Journal of Change Management. He is also a co-director of ICROD (the International Centre for Research on Organizational Discourse, Strategy and Change), a member of the CIPD (Chartered Institute of Personnel Development), a member of the National Training Laboratory, chair of the board of trustees for The Tavistock Institute of Human Relations, and a member of the Executive Board of the ODC (Organization Development and Change) Division of the Academy of Management. Beyond his academic responsibilities, Cliff has also undertaken a variety of consultancy projects, senior coaching activities and executive development assignments with a number of high profile corporate clients.
    Dr Sionade Robinson
    Associate Dean, Cass Business School
    Dr Sionade Robinson formally re-joined the Faculty of Management at Cass in 2010 to take on the role of FTMBA Course Director. She has worked with Cass for several years as a Senior Visiting Fellow, writing case studies and designing and delivering programmes in account management, leading and creating organizational cultures that support service excellence for Cass Executive Education programmes. She is a specialist in customer experience management and now also teaches a highly rated Relationship Marketing and Management elective across all MBA programmes and a Customer Service and Relationship Marketing elective for the specialist Masters programmes.

    Prior to re-starting her academic career, Sionade had worked for many years as a management consultant leading clients to improved client and customer relationships and financial performance through understanding what clients value, how to demonstrate value through key behaviours and how to effectively measure progress and impact. Sionade began her career with Boston based The Forum Corporation and was also employed by operational improvement consultancy Celerant. Latterly she founded her own firm, Cape Consulting Ltd which advised blue chip companies on implementing strategies of service excellence, loyalty and CRM. Clients of Cape Consulting included Barclays, BBC, Citroen, HP, Virgin Atlantic, Aviva, SAGA, the RAC and from the legal sector Allen and Overy, CMS and Shoosmiths. Sionade published her book Customer Loyalty: A Guide for Time Travellers in 2005.
    Dr Santi Funari
    Senior Lecturer in Strategy, Cass Business School
    Dr. Santi Furnari is Senior Lecturer in Strategy at Cass Business School, City University London. Prior joining Cass, he was an IRI Foundation Fellow at the University of Chicago and a research fellow at Bocconi University, where he also completed his Ph.D. in Business Administration and Management. Dr. Furnari does research on business models, organization design, and the emergence of new industries and new organizational practices. He is also an expert of institutional theory, social network theory and the fuzzy-set/Qualitative Comparative Analysis (fs/QCA)’s methodology. In fact, his paper titled “A Chemistry of Organization” (with Anna Grandori) has been one of the first empirical applications of the fs/QCA methodology in management studies. His research has been published in leading academic journals such as the Academy of Management Review, Advances in Strategic Management, Human Relations, Industrial and Corporate Change, Organization Studies, Research in the Sociology of Organizations and Strategic Organization. His paper titled “Interstitial Spaces” has received the AMR Best Paper Award for the best paper published in the Academy of Management Review in 2014. Dr. Furnari’s papers have received other prestigious awards, including the Best Paper Award at the 2016 Davis Conference on Qualitative Research, the EGOS 2009 Best Student Paper Award, and a finalist nomination for the Louis R. Pondy Best Paper Award at the 2012 Academy of Management Meeting. He also received, twice, the Cass Business School Prize for Excellent Research Publications.
    David Mellor
    Leadership expert, Cass Business School Senior Fellow
    Since 2001 David Mellor has developed a highly successful portfolio of activities based on his 25 years of commercial and investment banking expertise with HSBC and Deutsche Bank. David’s main focus is working with existing and aspiring entrepreneurs, providing one-to-one and group mentoring and advice. A great deal of his time has been spent helping people establish themselves as consultants and subject-matter experts. He also works with a number of established and growing businesses, using his expertise and experience to help business owners and executive teams take their business to the next level, whether this is through acquisition or merger. He also advises firms on exit strategies and how to sell their business.

    David Mellor is a recognised expert in his field, regularly speaking at conferences and running seminars and workshops on topics such as Adaptive Selling, PRISM and Strategic Planning. David Mellor runs sessions on such topics as Entrepreneurship, Corporate Entrepreneurship, Managing Strategic Change and Leading High Performance Teams. David Mellor is a Non-Executive Director of Azure Partners Limited (a business management consultancy) and Lysis Financial Limited (a Risk / Governance / Compliance consultancy). He is a member of the Advisory Board of Blue Acorns (a business services company). David holds a Bachelor and Masters’ degree from the University of Cambridge, and is a member of the Institute of Directors.
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