Banking Digital Transformation

Herzlich Willkommen zur BANKINGLOUNGE!
“Digitale Transformation für Banken !
– Mitspielen oder untergehen”!
Herzlich Willkommen zur BANKINGLOUNGE
„Digitale Transformation für Banken –
Mitspielen oder untergehen“
Digital Leadership © Copyright 2014 Digital Leadership GmbH!
Services & Consulting for
Digital Leadership

Digital Leadership
Digitale Transformation für Banken -
Mitspielen oder untergehen!
Frankfurt, 15. Oktober 2014, Stefan F. Dieffenbacher"
© Copyright 2014 Digital Leadership GmbH!

Teil 1: Die Welt ändert sich!
Digital Leadership

Erinnern Sie sich an das größte
Unternehmen der Welt 1997?!

Nokia!

The new leader: Apple.!
Digital Leadership © Copyright 2014 Digital Leadership GmbH! New Apple Headquarter.!

The new leader: Apple.!
Apple hat doppelt so viel Geld
wie die US Regierung: !
160 Milliarden US-$.!
Digital Leadership © Copyright 2014 Digital Leadership GmbH! New Apple Headquarter.!

Q110, Deutsche Bank Berlin!

Wo verbringt der durchschnittliche Bankkunde 2013 seine Zeit?!
In der Filiale ! Digitale Kanäle!
Quelle: Daten von 5 der Top 20 Banken in Europa, 2012-2013!

Wieviel % der Kunden waren 2013 überhaupt in einer Filliale?
!
40.4%! 59.6%!
Auch in der Filiale! Nur in digitalen Kanälen!

Projezierte Intensität der Kanalnutzung 2015 in %!
Mobile Banking!
Desktop / Browser Banking!
Software (z.B. Quicken)!
Cash / non-cash ATMs!
Filiale!

!
Die digitalen Kanäle sind bereits heute die #1.
Die Filiale ist der alternative Kanal.
Wirklich?!

Verkaufszahlen (Anzahl und Volumen) im Vergleich!
Filiale! Digitale Kanäle!

Schlussfolgerung:
Banken schaffen es noch nicht mit
ihren Online Kunden Geld zu
verdienen.!

Und es kommt noch
schlimmer:
Die nächste Generation Bank
Kunden ist “online-only”!

Nur wenige europäische Banken haben
in den letzten 7 Jahren ihre
Kapitalkosten verdient.!
Für$die$Studie$analysierte$Bain$die$Entwicklung$von$121$Banken$aus$der$Europäischen$Union,$
den$vier$wachstumsstärksten$GUSAStaaten,$Südafrika$und$der$Türkei$in$den$Jahren$2007$bis$
2012.$Das$Ergebnis:$Im$Durchschnitt$fiel$die$Rendite$der$risikogewichteten$Aktiva,$der$
sogenannte$RoRWA,$bis$2012$auf$0,5$Prozent.$2010$hatte$sie$sich$immerhin$noch$auf$1,3$
Prozent$belaufen.$Dies%entspricht%für%2012%einer%Eigenkapitalrendite%(RoE)%von%4,9%Prozent,%
die%damit%weit%unter%den%Kapitalkosten%der%Banken%liegt.%

!
Was würde passieren wenn sie
innerhalb von drei Jahren 0,1%
weniger Einlagen auf den
Girokonten hätten?!

!

Wie viel sind 0,5% der Einlagen auf den Girokonten?!
! Privatpersonen in DE =
200 Milliarden Euro Einlagen auf Giro- & Tagesgeldkonten!
! 0,5% = 1 Milliarden Euro Einlagen!
! Bei 5% Eigenkaptialquote bedeutet das 20 Milliarden Euro
weniger an Krediten!
Digital Leadership © Copyright 2014 Digital Leadership GmbH! Slide 36!

Wie könnte das passieren? Z.B. durch ApplePay?!
! Apple hat >800m iTunes Benutzer, +500k neue jeden Tag!!
! iOS ist bereits heute führend im Mobile Payment: >60% mPayment Marktanteil in USA!

Und es gibt noch weitere Konkurrenten die den Bankenmarkt stürmen:!
! Google, Facebook, Amazon, Microsoft, AliBaba & PayPal haben Banklizenzen in Europa!
! In DE alleine gibt es aktuell über 100 FinTech Startups!

Was passiert wenn >800m iTunes Benutzer 50€ in Ihrem iTunes Wallet halten?
" Dann liegen 40 Milliarden Euro weniger auf den Girokonten! !

Bei 5% Eigenkapitalquote
wären das bis zu!
800 Milliarden Euro Kapital!
Was passiert wenn >800m iTunes Benutzer 50€ in Ihrem iTunes Wallet halten?
" Dann liegen 40 Milliarden Euro weniger auf den Girokonten! !

!
Drei Gedanken…
1. Wer die Kundenbeziehung besitzt, besitzt das Geschäft und den Gewinn.
2. Banken sind heute ein “low involvment business”.
3. Apple, Google und Co. werden ihre starken Kundenbeziehungen nutzen
um ihre Konkurrenten in den Hintergrund zu drängen.!

!
Drei Gedanken…
1. Wer die Kundenbeziehung besitzt, besitzt das Geschäft und den Gewinn.
2. Banken sind heute ein “low involvment business”.
3. Apple, Google und Co. werden ihre starken Kundenbeziehungen nutzen
um ihre Konkurrenten in den Hintergrund zu drängen.!
Banken müssen im Leben der Kunden relevant werden
(und nicht nur notwendig). !

Digital Leadership
Digital Leadership
© Copyright 2014 Digital Leadership GmbH!
Teil 2: Noch nie war der Appetit
nach Innovationen größer!

!
Innovation!!

!
Innovation?!

2001! 2007!

Innovation auf
Geschäftsmodellebene!
! Value Proposition & Geschäftsmodell!
! Produkt- und Serviceportfolio!
! Ökosysteme!
! Vertriebskanäle!
! …!

Innovation auf
! Value Proposition & Geschäftsmodell!
! Produkt- und Serviceportfolio!
! Ökosysteme!
! Vertriebskanäle!
! …!
Innovation auf Produktebene!
! User Experience!
! User Experience!
! User Experience!
! GANZHEITLICH!!!!

You’ve got to start with the
customer experience and work
back toward the technology – not
the other way around.!
- Steve Jobs!

Wie kann eine Digitale
Strategie entwickelt
werden, die alle
Innovationsaspekte
abdeckt?!

! Services & Consulting for Digital Leadership
The Digital Leadership Strategy LandscapeTM
CONTEXT DRIVERS
Customer Needs Business objectives Operational Context Business Context Project definition Financials
Segmentation
User Needs
Use Cases &
User Journey
Business Strategy
Stakeholder
objectives
Services & Consulting for The Digital Leadership Strategy LandscapeTM
Quantified
Benefits
Business Model
Business
Objectives
Governance Model
Digital Leadership
CONTEXT DRIVERS
PRODUCT & SERVICES
Organisational
Capabilities
Existing
Operational Model
Sourcing Strategy
& Partner Map
Description: Summary of key artefacts, jointly summarizing
the cornerstone of a digital strategy that are to be created
during a relaunch and to be maintained by governance.
Project: The Digital Strategy Framework
Subject: The Digital Strategy Landscape
Version: 5.0 (May 2014)
Author & Copyright: Digital Leadership GmbH
Segmentation
User Needs
Business Strategy
Stakeholder
objectives
Business Model
Business
Objectives
Organisational
Capabilities
Existing
Operational Model
Security
Current
IT Landscape
Field of
Competition
Market trends
Vision
Project Motivation
Statement
Pricing Model
Business Case
Defined
Maintenance Costs
Defined Develop-ment
Costs
Expected Sales
The Digital Leadership Strategy Landscape Services & Consulting for
Scope Content Use Cases &
Quantified
Information Governance Model
User Journey
Benefits
Architecture Perception Technology Digital Marketing Channels & Ecosystem
PRODUCT & SERVICES
Sourcing Strategy
& Partner Map
CONTEXT DRIVERS
Scope Content Information Architecture Perception Technology Digital Marketing Channels & Ecosystem
Modules &
Templates
Multi-Device
Concept
Navigation
Concept
Personalization
Concept
Internationaliza-tion
Concept
Structure Migra-tion
Approach
Content Strategy
Content Model
Content Migration
Approach
Scope Landscape
Functional Scope
Non Functional
Scope
Requirements
Backlog
SEO / SEM
GOVERNANCE OPERATIONS
Current Product
Performance
Measureable
Business Results
Defined Funding
Positioning
Integrated
MarComs Strategy
Target Architecture
Target
Technologies
Target Platform
Integration
Architecture
Compliance &
Legal
User Experience
Interaction Design
Media
Presentation
Brand
Design
Styleguide
Governance Product Development Measurement & Optimization Platform Operations
Governance
structure
Change plan
ÖkosystemeCommunication &
Organisational
trainings plan
structure
!
Roadmap Project plan
Config. & Release
Management
Internal capability
building
SW-Dev & QA -
Approach
Risk Management
KPI Framework Performance
Measurement
Continous improv.
Approach
Multivariant
Testing
Promotional
Contents
Promotional Media
Analytics Operations SLAs IT Operating
PRODUCT
Security
Current
IT Landscape
Field of
Competition
Market trends
Current Product
Performance
Vision
Project Motivation
Statement
Measureable
Business Results
Pricing Model
Business Case
Defined Funding
Defined
Maintenance Costs
Costs
Defined
Operating Costs
Expected Sales
Community
Approach
Service Design
Supporting
Products
Channel Strategy
Target devices
Positioning
Integrated
MarComs Strategy
Target Architecture
Target
Technologies
Community
Approach
Service Design
Target Platform
Supporting
Products
Integration
Architecture
User Experience
Interaction Design
Media
Presentation
Brand
Design
Defined
Operating Costs
Styleguide
Modules &
Templates
Multi-Device
Concept
Navigation
Concept
Personalization
Concept
Concept
Approach
Content Strategy
Content Model
Content Migration
Approach
Scope Landscape
Functional Scope
Non Functional
Scope
Requirements
Backlog
Governance
structure
Change plan
Communication &
trainings plan
Organisational
structure
Config. & Release
Management
Internal capability
building
SW-Dev & QA -
Approach
Risk Management
Channel Strategy
Target devices
Model
Business Processes
& Workflows
Measurement
Continous improv.
Approach
Multivariant
Testing
Brand!
Model
Business Processes
& Workflows
Promotional
Contents
Promotional Media
Compliance &
Legal
SEO / SEM
Digital Leadership
Version: 3.2 (Jan 2014)
Business!
Technology!
User
Experience!
Governance!
Erstmalig existiert ein
vollständig verstandenes
und durchdekliniertes
Vorgehensframework zur
digitalen Strategie!!
!
Das Framework ist
durchdekliniert bis hin zu
einzelnen Artefakten,
Teilvorgehensweisen,
Abhängigkeitsgraphen,
Best Practice Deliverables
und Templates.!
“Das Digital Leadership Strategy Framework”!

! Services & Consulting for Digital Leadership
The Digital Leadership Strategy LandscapeTM
“Das Digital CONTEXT Leadership Strategy Framework”DRIVERS
!
Segmentation
Business Strategy
Business Model
Organisational
Capabilities
User Needs
Stakeholder
Business
Existing
objectives
Objectives
Operational Model
Wir Services & Consulting for brauchen The Digital Leadership Strategy LandscapeTM
Use Cases &
Digital Quantified
Leadership
Governance Model
Sourcing Strategy
User Journey
Benefits
& Partner Map
CONTEXT DRIVERS
PRODUCT Segmentation
& SERVICES
Business Strategy
Business Model
Organisational
Security
Field of
Vision
Pricing Model
Defined
Expected Sales
Capabilities
Competition
Maintenance Costs
User Needs
Stakeholder
Business
Existing
Current
Market trends
Project Motivation
Business Case
objectives
Objectives
Operational Model
IT Landscape
Statement
Costs
einen
The Digital Leadership Scope Strategy Landscape Content Use Cases &
Quantified
Information Governance Model
Architecture Sourcing Strategy
Compliance &
Current Product
Perception Measureable
Defined Funding
User Journey
Benefits
& Partner Map
Legal
Performance
Business Results
Technology Digital Marketing Channels & Ecosystem
CONTEXT PRODUCT & SERVICES
DRIVERS
Scope Content Information Architecture Perception Technology Digital Marketing Channels & Ecosystem
integrierten Scope Landscape
Content Strategy
Modules &
Personalization
User Experience
Brand
Target Architecture
Positioning
Templates
Concept
Functional Scope
Content Model
Multi-Device
Interaction Design
Design
Target
Integrated
Concept
Concept
Technologies
MarComs Strategy
Non Functional
Content Migration
Navigation
Media
Styleguide
Target Platform
Scope
Approach
Concept
Approach
Presentation
Requirements
SEO / SEM
Integration
Backlog
Architecture
Ansatz!!
Governance
Change plan
structure
ÖkosystemeCommunication &
Organisational
trainings plan
structure
!
Config. & Release
Management
Internal capability
building
SW-Dev & QA -
Approach
Risk Management
Measurement
Continous improv.
Approach
Multivariant
Testing
Promotional
Contents
Promotional Media
PRODUCT
Security
Current
IT Landscape
Field of
Competition
Market trends
Current Product
Performance
Vision
Project Motivation
Statement
Measureable
Business Results
Pricing Model
Business Case
Defined Funding
Defined
Maintenance Costs
Costs
Defined
Operating Costs
Expected Sales
Community
Approach
Service Design
Supporting
Products
Channel Strategy
Target devices
Positioning
Integrated
MarComs Strategy
Target Architecture
Target
Technologies
Community
Approach
Service Design
Target Platform
Supporting
Products
Integration
Architecture
User Experience
Interaction Design
Media
Presentation
Brand
Design
Defined
Operating Costs
Styleguide
Modules &
Templates
Multi-Device
Concept
Navigation
Concept
Personalization
Concept
Concept
Approach
Content Strategy
Content Model
Content Migration
Approach
Scope Landscape
Functional Scope
Non Functional
Scope
Requirements
Backlog
Governance
structure
Change plan
Communication &
trainings plan
Organisational
structure
Config. & Release
Management
Internal capability
building
SW-Dev & QA -
Approach
Risk Management
Channel Strategy
Target devices
Model
Business Processes
& Workflows
Measurement
Continous improv.
Approach
Multivariant
Testing
Brand!
Model
Business Processes
& Workflows
Promotional
Contents
Promotional Media
Compliance &
Legal
SEO / SEM
Digital Leadership
Version: 3.2 (Jan 2014)
Business!
Technology!
User
Experience!
Governance!

Innovation auf
! Verbinden von verschiedenen Bereichen
(Strategie, operatives Business, Produkt-management,
UX...) !
! Innovations-Workshops!
! Business Model Canvas!
! Blue Ocean Strategy!
Innovation auf Produktebene!
! “User-zentriert & Business Focused” !
! Strukturierter Prozess zur
Produktentwicklung!
! Multidisziplinärer Ansatz!
! End-to-End Sicht auf Produktdefinition!

1! 2! 3! 4! 5! 6! 7!
Stakeholders! Expected
Benefits!
Overall
Direction! “The Product”! Costs! Business Case! Approach &
Plan!
Stakeholder
identification!
!
!Personas!
Initial market &
c!ompetitive analysis!
Other inputs to
needs!
Departmental
inputs!
!
Benefits
identification!
!
Benefits breakdown
!
BI & Analytics
review!
!
Initial opportunity
identification!
Vision!
!
Goals!
!
Business objectives!
!
Project Motivation!
Key user tasks! !
Cross-channel
experience journeys!
!
Scope Landscape!
!
Roadmap!
!!
Content org model!
Site org model!
Technical
architecture!
!
Draft cost
breakdown!
!
Initial project plan!
!
Organisational
setup post launch!
!
Cost assumptions!
Business case!
!
Funding options!
!
Business Case
presentation!
Initial draft plan till
go-live!
!
Project plan
strategy & concept
phase!
Das Digital Leadership Strategy Framework: die 7-Prozessschritte "
62"

!
Wie funktionieren
Produktinnovationen
in der realen Welt?!

Arno Dübel:
vielleicht Deutschland’s faulster Arbeitsloser.!
Ein guter Kunde?!

Für offline!
NEIN.!
Für online!
JA !!

1. Segmente definieren!
2. Personas entwickeln!
3. Bedürfnisse verstehen!
5! Top Prio: 5!
Key data
5!
Age: ! 54!
Location: ! Berlin!
Language: ! Deutsch!
Education: ! BA, Univ.!
Income: ! €1 k!
Assets: ! €5k!
Group size ! 823 000!
!
Lifestyle!
Background: !
• Lives together with husband!
!
Life goal: !
• Having kids!
• Career is less important then
a good quality of life!
!
Life events: !
• Having kids, traveling !
• helping parents!
! !
Arno Dübel „Retail partnership seeker“!
Prio 1-5!
Banking behaviour and attitude !
Number of banks! 2 (Sparkasse Lüneburg, Volksbank)!
Primary bank ! Sparkasse!
Banking likes ! Better than average conditions, quality, agreeable but somewhat business-like
atmoshpere, late opening hours, politeness!
Banking dislikes! Automated bank without employees, ineffective handling of her issues, not
precise information!
Banking fears ! Handling her affairs not effectively because they do not know her background
enough!
Service frustrations ! Not enough attention, different information from different bank staff!
Literacy and devices!
Computer Literacy! Medium, rarely buys online!
Finance Literacy! Reads finance news on the internet and newspaper, modest knowledge but
high interest, discussing business options with financially educated friends!
Devices! PC, Windows phone, Android tablet (jointly used by partner)!
Proposition Matrix!
Brand affinity ! Weak Advocate!
Products u. Mngmt! Current and savings account, little investment!
Advice type ! Personal, detailed, deeply sensitive, regular contact, proactive, does not want
to have advice on familiar products, email!
Financial evolution! Savings and investment!
Up and cross selling! Bonds and funds, personal loan!

1. Segmente definieren!
2. Personas entwickeln!
3. Bedürfnisse verstehen!
5! Top Prio: 5!
Key data
!
Age: ! 33!
Location: ! Le Havre!
Language: ! French!
Education: ! BA, Univ.!
Income: ! €1.5k!
Assets: ! €5k!
Group size ! 823 000!
!
Lifestyle!
Background: !
• Lives together with husband!
!
Life goal: !
• Having kids!
• Career is less important then
a good quality of life!
!
Life events: !
• Having kids, traveling !
• helping parents!
! !
Elise „Retail partnership seeker“!
Prio 1-5!
Banking behaviour and attitude !
Number of banks! 2 (HSBC, Crédit Lyonais)!
Primary bank ! Axa!
Banking likes ! Better than average conditions, quality, agreeable but somewhat business-like
atmoshpere, late opening hours, politeness!
Banking dislikes! Automated bank without employees, ineffective handling of her issues, not
precise information!
Banking fears ! Handling her affairs not effectively because they do not know her background
enough!
Service frustrations ! Not enough attention, different information from different bank staff!
Literacy and devices!
Computer Literacy! Medium, rarely buys online!
Finance Literacy! Reads finance news on the internet and newspaper, modest knowledge but
high interest, discussing business options with financially educated friends!
Devices! PC, Windows phone, Android tablet (jointly used by partner)!
Proposition Matrix!
Brand affinity ! Weak Advocate!
Products u. Mngmt! Current and savings account, little investment!
Advice type ! Personal, detailed, deeply sensitive, regular contact, proactive, does not want
to have advice on familiar products, email!
Financial evolution! Savings and investment!
Up and cross selling! Bonds and funds, personal loan!

Benefits sought
Higher share - Areas
Discovery Long-term Product Activation
- Areas
Help
Overcoming resistance
Information
Activation
- Attributes
Zusammenfassung Bedürfnisse!
Acquisition
- Areas
Comparing products
Information
Product infos - loans
Efficient purchasing
Information
Efficient Family Higher share - Tools
Simulations
Human advice
Simplicity
Discovery of products
Simple product infos
Detailed product infos
Family banking
Personalization
Source: Digital Leadership Strategy Framework"

Die Vision!
The Next Generation Digital Channels
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doluptatios nihicipit, que es nus, iumque conserum ipis
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lisciam, sequas venihicia con pa net qui doluptaqui
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dollorem restrumquas simus dolenisit fuga. Ut molorati
rem quos aut hiligenimi, sunt labor mi, nimusam apita
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eicillibus, quam eostrun tissunt liatiorion net ipsum que
volorror aute volupta tectem quas doluptatur? Ellest,
voles et reicatiis dis doluptibus, quossus apedis
doluptium ad quibus el ium, offictatur, core.!
Nutzerbedürfnisse!
Geschäftsziele!

Von Bedürfnissen hin zu Anforderungen!
1!
Nutzerbedürfniss! 1. Online chat!
“I need to be able to talk
to my bank online”!
2. Phone !
3. Skype!
4. E-mail!
5. Callback!
6. OBO (On Behalf of
Management)!
3!
Anforderung!

Das tatsächliche Kundenbedürfniss ist die Kommunikation mit der Bank.!
Targeted Offers!
Statements!
73$
Bank Advisor
Messages!
Tech Support!
Marketing
Campaigns!
Contractual
(Terms, etc)!
PFM Notifications!
Save & Invest
Notifications!
Todos: Zoomit
Own Reminders!
Site Outages!
Maintenance!
Security!

Targeted Offers!
Statements!
74$
Bank Advisor
Messages!
Tech Support!
Marketing
Campaigns!
Contractual
(Terms, etc)!
PFM Notifications!
Save & Invest
Notifications!
Todos: Zoomit
Own Reminders!
Site Outages!
Maintenance!
Security!
Phone!
Skype!
Mail!
Secure Msg.!
On-Site Chat!
SMS!
Mobile Push
Notification!
Onsite!
Notification!

Targeted Offers!
Statements!
Opt-in/Opt-out!
History!
75$
Bank Advisor
Messages!
Tech Support!
Marketing
Campaigns!
Contractual
(Terms, etc)!
PFM Notifications!
Save & Invest
Notifications!
Todos: Zoomit
Own Reminders!
Site Outages!
Maintenance!
Security!
Communication Center!
Central communication clearing,
tracking communication history
and taking into account customer
communication preferences. !
Channel Preferences!
Phone!
Skype!
Mail!
Secure Msg.!
On-Site Chat!
SMS!
Mobile Push
Notification!
Onsite!
Notification!

Der funktionale
Blueprint ihrer Bank
der User- und
Geschäfts-anforderungen
erstmalig vereinigt!!

Das zugrundeliegende Priorisierungsmodell!
Marcus! Elisabeth! Antoine! Brigitte! Lukas!
Contribution
Invest!
Contribution
Save!
Contribution
Insurance!
Bedeutung für
die Kunden!
Bedeutung für !
das Business!
Komplexität
in der Umsetzung!
Impact # customers!
Contribution!
Lending!
IT Complexity!
Impact on !
utilization!
Impact!
Upselling /Equipment!
Organisational !
complexity!

Final Scope
Landscape!

Go-to-market
scope!

Roadmapped
short-term
scope!

Dieser Prozess muss mehrfach durchlaufen werden. !
1.! 2.! 3.!
Grobe
Ausrichtung!
Markt- &
Produkttests! Ausarbeitung!
1 2 3 4 5 6 7!

Ein hartes Stück Arbeit –
sicher kein Zufallstreffer!!

Ist das überhaupt möglich ???!

Basiskosten!
Zusätzliche Kosten
durch Compliance,
Basel III / IV …!
t!

Raum für Innovatiönchen?!
Basiskosten!
Zusätzliche Kosten
durch Compliance,
Basel III / IV …!
t!

Raum für Innovationen!!
Basiskosten!
Zusätzliche Kosten
durch Compliance,
Basel III / IV …!
t!

!
Ansatz 1: Schneller Filialen schliessen!
3 Thesen:!
! Weitere Filialen werden geschlossen werden müssen!
! Viele Filialen sind bereits geschlossen –
ohne dass eine gute Alternative bestand!
! Wenn kein Geld für eine bessere Alternative aufgebaut wird, wackelt die Zukunft
ihrer Bank insgesamt!

# Instanzen!
# Sessions!
0:00! 24:00!
8!
6!
4!
2!
1!
6:00! 12:00! 18:00!
Bisher 8 Instanzen!
# Sessions!
10k!
8k!
5k!
2k!
1k!
Einsparpotenzial im Online Banking:
Dynamik der Cloud-Infrastruktur zum Beispiel bei schwankenden
Nutzungszahlen über den Tag genutzt werden.!

Digital Leadership

Stefan Dieffenbacher
Digital Leadership GmbH
Dirk Emminger
Finanz Informatik Technologie Service
Dr. Oliver Vins
Vaamo Finanz AG
Julian Setzer
ING-DiBa AG
Tobias Drews
RaboDirect Deutschland
Thorsten Hahn
BANKINGCLUB GmbH
Herzlich Willkommen zur BANKINGLOUNGE
„Digitale Transformation für Banken –
Mitspielen oder untergehen“
Digital Leadership

We’ll take you to the top.!
Stefan F. Dieffenbacher!
Executive MBA, PMP, CPM, Scrum Master!
Managing Director!
Digital Leadership GmbH!
Landsberger Straße 217!
D-80687 München!
mobile:!
office:!
e-mail:!
Internet:!
+49 (0)176 / 638 020 11!
+49 (0)89 / 748 600 32!
sd@digital-leadership.net!
www.digital-leadership.net!
!
Alexander Schmid!
Dipl.-Inform. (FH)!
Partner!
Digital Leadership GmbH!
Landsberger Straße 217!
D-80687 München!
mobile:!
office:!
e-mail:!
Internet:!
+49 152 / 215 65 847 !
+49 (0)89 / 748 600 32!
as@digital-leadership.net!
www.digital-leadership.net!
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