A guide to planning and executing Digital Transformation Strategy to build your Digital Bank of the Future. A framework to implement digital experience, digital business and digital innovation

1. Bank of the Future: Digital
Transformation Strategy
Artificial Intelligence Edition – 1st
January 13, 2019
Modernistic players such as
FinTech. New entrants to the
market with completely new
business models
Economic sharing e.g.
crowdlending. New models of
funding & lending beyond
traditional bank services
Distributed ledgers vs.
Centralized ledgers. New
business models that redefine
control over ledger transactions
Personalized customer
experience. New ways of
reimagining customer journey
and channels ‘flexy-channels’ to
create an engaging experience
A guide to building the Digital Bank of the Future
a framework to implement digital experience, digital business and digital innovation
Customarily, banks tend to follow suit and provide similar services to customers and
rarely differentiated. Substantially more, customers constantly presented with numerous
services that may or may not be of their predilection. This is vastly driven by the
tremendous rivalry in the market. Therefore, banks find themselves in racing condition
and specifically fears over new agilely market entrants. Would we have the capacity to
build a differentiation through the digital transformation?
Dream, Design and Deliver with Agile Execution
Although, many bank leaders have recognized the centrality of the industry
transformation and disruption. Hurriedly to polish an elegant digital strategy, yet it still
falls into the same problem, differentiation!
In this paper, we present an 8-week sprint agile digital transformation approach that
any bank can follow to build a pragmatic and market responding digital strategy by
focusing on what makes a bank unique and unparalleled.
2
1
3
Digital
Business
Transform and reinvent new
business models. Disrupt the
business landscape and seek new
business opportunities and markets
Reimagine the experience of both
customers and employees. Create
engaging experience by tailoring
and personalizing services to meet
users’ expectations
Leverage disruptive technologies
and innovate. Leverage new
disruptive technologies to create
new business models
Blockchain and
cryptocurrency. Increased
widespread of blockchain
technology and cryptocurrency
usage
AI/ML & Digital Assistants.
Increased investment in AI/ML
to create a new type of products
and services
Data Insights and Analytics.
Increased demand to leverage
data to support risk-based
decisions
Open APIs & Cloud.
Increased shift towards open
banking and creating greater
partners ecosystem
Digital Trends
Industry Trends
Key Drivers & Challenges
A look at the major drivers and challenges in the Banking industry
1
3
5
7
2
4
6
8
Figure 01: Digital Transformation pillars

2. Digital Experience
Towards personalized experience ‘flexy-channels’
Customer experience journey shouldn’t always be fully ‘Digital’
Empower employees with optimized experience. Create
deeper customer connections by empowering employees
with productivity, collaboration and innovation tools. An easy
and effective way to access, share and retain information.
Moreover, provide intelligent and connected teamwork to
effectively better serve customers.
Drive operational effectiveness and efficiency. Gain real-
time insight, agility, and impact with the ability to detect and
analyze key patterns that affect employee's performance and
optimize the experience. Implement a modern workplace
taking into consideration physical spaces (smart facility and
spaces), knowledge management, intelligent teamwork and
connected workforce.
Digital
Experience
Digital
Business
Digital
Innovation
Figure 02: An illustrative customer experience journey
Customer researches bank or
hears about bank services and
offers over social media
Customer verifies
conformance and
choose preferred bank
Customer explores services
and offers in detail and
choose preferred one
Customer can send money
anytime anywhere
Provide professional financial
services to customers
Satisfied banking
customer
Provide consumer-
based services to
bank customers
Increasingly, we observe efforts to
digitize all banking services and aims to
fully automate all processes. Although
this is the direction all banks pursuing,
however, to create a more compelling
and personalized experience, customer
journey must be built as a building-
blocks so that customer may digitally
start his/her journey from home and
then finish it off in a shopping center
over a coffee (physically). Simply put,
blending digital and physical to create a
touching experience. We call this FLEXY-
CHANNEL whereby customers can
shape their experience and jump from
one channel to another depending their
preference and what seems convenient.
Empower employees by creating unique experience
PERFORMANCE
DRIVEN
ORGANIZATION
Digital Workplace Optimized Experience
Governance
Model
Change
Management
Insight
Driven
Digital
Workplace
Learning &
Development
Performance &
Excellence
SCENARIO: Imagine if we can simplify and speed up the time required to apply for a new visa card. While at work customer
can submit the request using his/her mobile device and on the way home, he/she stops at kiosk to print out the card. Isn’t
considerably more effective than digitizing the process completely and then use a delivery service which would potentially take
more than a day to deliver the card to the customer? There are obviously numerous scenarios one can think of when
combining the digital and physical to create a delightful experience.
Figure 03: Performance driven organization model
Digital Workplace Scenarios
Intelligent Teamwork
Platform to bring all teams
together empowered by AI
and data insight
Knowledge Management
Easily access, share and retain
knowledge. Find information or
individual with information quickly
Connected Workforce
Personalized experience to access
information and connect to work and
teams anytime anywhere
Innovate Culture
Innovation digital accelerators
to help foster innovation and
inspire ideation

3. Digital
Experience
Digital
Business
Digital
Innovation
Digital Business
How industry is responding to the vastly changing business
86%
52%
19%
43%
57%
86%
10%
Digital will fundamentally change the economics and
competitive landscape in corporate baking
33%
38%
57%
10%
10%
33%
57%
43%
15%
In the battle for market share, fintechs, big tech and
outside players will become serious competitors of ours
My organization has a clear digital strategy and vision for the
corporate bank and a well-defined roadmap for digitization
I consider my organization to be market-leading with regard
to digital capabilities
To move fast on digital, my bank has already embarked on
cooperation models with fintechs or even fully integrated them
My banking technology, infrastructure is complicated and a hindrance
to quickly enabling digital interactions with my customers
Agree or
Strongly Agree
Disagree or
Strongly Disagree
Neutral
Source: Boston Consulting Group, 2017
Bank leaders began to embrace a new direction to expand and
adopt the concept of Open Banking. This is primarily driven by
consistently new regulations that demand banks to give
customers full control over their data allowing them to share
their data securely between banks and other financial services.
Don’t fight, Don’t resist, but embrace, integrate and expand
According to BCG corporate banking executive survey 2017,
57% of respondents believe cooperation models with FinTech
and tech giants will help them accelerate the digital
transformation. Shockingly, as much as 43% worry about
digital readiness and maturity to adopt new changes from
culture, process and technology perspective. Predominately,
small and medium-size (SME) have better changes due to their
agility and modern infrastructure.
Embrace the path to Open Banking
Organizations who do digital transformation successfully, are immensely excellent at dealing with customers and their data.
Such that able to create a distinguished customer experience that provides 360-view of customer data. Masters at leveraging
data to make decisions and simplify processes. Nonetheless, without employee empowerment, readiness and tools little to
achieve!
Beyond banking core business
There is an increasing pressure to find new sources of revenue and seek opportunities to enter new markets. Pressure significantly
increase with new competitions; particularly with FinTech and tech giant entering the financial services business. Moving towards
banking ecosystems with new AI optimized models and processes. Tapping into banking adjacencies are trending lately. Many
banks commenced programs to experiment with these new ideas and test their viability and impact on business and revenue.
In this paper, we present 8-week spring agile digital transformation to help banks experiment and excel in their transformation
Transforming the organization to be true data and
digital driven isn’t just about recognizing the need for
it. Indeed, it requires a complete shuffle to the
organization and shift in thinking from a traditional
business operating model to a more agile and
adoptive culture that embraces a growth mindset and
collaboration with competitors and new market
disruptors.
43
21Customer Experience
Engage customer and
create delightful digital
experience
DATA
Employee Experience
Empower employees and
redefine operating model
to adopt digital
Digitize Operations
End-to-end process
optimization powered by
data insights
Transform Product &
Services
Reimagine & reinvent
products & services
Figure 04: Digital Transformation components
Trends & Technology
The agility to quickly respond
to vast changes in technologies
and trends is becoming a major
key to success
Startups
Startups collaboration and
inspired startups models
started to capture more
momentum
Banking Adjacencies
Ideabank® and others begun
to explore banking adjacencies
as a new markets and source of
revenue
Data Monetization
Data monetization continue to
trend and increase in demand
to sell business cases and
insights

4. Digital
Experience
Digital
Business
Digital
Innovation
Digital Innovation
How artificial intelligence drives innovation
THE
INNOVATION
FRAMEWORK
• Establish strategy
• Adopt an innovation
process
• Leverage enablers
and tools to facilitate
innovation thinking
Digital
Experience
Digital
Business
Digital
Innovation
Foster innovation by encouraging all organization members to
ideate and envision your future ‘innovation culture’.
We developed a 5-step process that
begins with an exploration step
(preliminary phase) to select the
Of the nature of humans, they routinely think and concoct splendid
thoughts. Nevertheless, many ideas do not see the light primarily
due to the absence of an adequate process that administer the
ideation and fill in as impetus within the organization and at the
same time give a reliable method to dream, design and successfully
deliver the organization ambitions.
Accelerating innovation through ‘Research & Development’
The primary inquiry we get at whatever point we begin a transformation conversation with top executives is; would we say we
will have the capacity to disrupt the market in which we operate in? Our answer is always; do you think you have the maturity
and capability to innovate? It’s nearly impossible to disrupt a market by simply planning to build a digital strategy! It’s
insufficient. Organizations must put resources and quality investment in research and development as well as develop a culture
of innovation to succeed. According to STATISTA organizations invest up to 20% of their net revenue into R&D and that
percentage ranges from one industry to another depending on the pace of speed.
process, framework and operating model.
Figure 06 elaborates more on the detailed
process where it starts with building hypotheses
and move forward with ‘imagine-if’ approach to
envision and leverage art-of-possible. From our
observation of the market, numerous successful
organizations in digital transformation do invest
a lot in the innovation and research activities.
Furthermore, innovation is becoming the
‘culture’ of these organizations and driver for
business. Moreover, building an environment to
incubate the idea and grow it organically within
the overall strategic plan and direction of the
organization. Finally, accelerate and integrate
the product/service into the overall ecosystem.
THE
INNOVATION
ENVISIONING
• Strategic Review
• Portfolio Review and
Optimization
• Generate ideas
• Collect ideas
• Ideation voting and
scoring
THE
INNOVATION
ELIMINATION
• Sort and aggregate
ideas by cost, time,
complexity and
impact
• Analyze gain and
benefits
• Prioritize and
eliminate
THE
INNOVATION
BUSINESS VALUE
• Prove economic
value
• Conduct financial
analysis and
justification
• Benefit analysis and
traceability matrix
THE
INNOVATION
VALIDATION
• Run a hackathon or
bootcamp to
develop idea
• Pilot the idea and
check feasibility from
technical stand point
• visually demonstrate
the idea
THE
INNOVATION
EXPANSION
• Improve and enhance
the idea/project
• Build the commercial
and monetization
model
• Strategy for sales,
marketing and
adoption
THE
INNOVATION
PRODUCTION
• Implement the basic
and foundational
features of the
product
• Test viability and
collect feedback for
future improvements
THE
INNOVATION
REALIZATION
• Grow idea/product
commercially
• Enter market and
deal with market
competition and
challenges
• Strategy for growth
and expansion
03
EXPERIMENT
Bring idea to life through
rapid prototyping and
quickly demonstrate
value
04
INCUBATE
Incubate and evolve the
idea (commercialize) by
looking at the financial,
continuity and operating
models
01
EXPLORE
Select framework, define
process and agree on
operating model
02
ENVISION
Envision through the use
of art-of-the-possible and
Fourth Industrial
Revolution technologies
to produce novel ideas
05
ACCELERATE
Scale the idea into a bigger
frame and integrate it into
the ecosystem to transform
core business or create new
opportunity
Figure 05: Innovation model
Hypotheses Ideation Idea Prioritization Business Case (POV) Develop Pilot Elaborate Idea Develop MVP Scale
Explore Envision Incubate AccelerateExperiment
Crowd Sourcing
Ideas
PROVE
HYPOTHESES
INCUBATION
Incubate and develop
minimum viable product
(MVP)
ACCELERATE
Crowd Sourcing Ideas
Specific Theme
Industry /
Technology
Specific Scenario
Figure 06: Innovation management framework
Innovation Hub Platform
Hackathon Bootcamp
IDEATION
WORKSHOPS
Concept
Design
Prove of
Concept
Group
Brainstorming
Ideation
Scoring
Acquire fund (VC)
and enter marketInclusive
Design
Thinking
Design
thinking
Approach
Industry
Research

5. Strategy Planning
Agile Digital Transformation approach
An 8-week agile digital transformation process that takes you from
dream to deliver
Envision Conceptualize Deliver Release
Week 0 Week 1 Week 2,3
Corporate Digital Strategy (vision, mission, goals, priorities, culture, process, technology landscape, KPIs, policies, risks, governance model, security, tools)
Digital Transformation Library (Industry / digital trends and insights, digital maturity model, ideation workshop tools, customer journey maps, innovation hub, solution storyboards,
technical storyboards, visual demonstrators, prototypes, business value modeling)
Digital Transformation Unit (functions, services, processes, organization, interaction mode, governance mode, performance metrics,, tools and repository)
Digital Transformation Governance Model (investment themes, KPIs, strategic/tactical/operational models, adoption & change management, policy & compliance, standards, procedures)
Check points Connect meeting to follow up on the progress and evaluate
Connect I
Connect I Connect II, III
Explore
Week 4,5,6,7 Week 8
Build
Minimum
Viable Product
(MVP)
Digital Business
Digital Innovation
Digital Experience New Product
or Service
What makes one approach better than others isn't about how elegant and comprehensive it might look! In fact, it is
about adaptation and how it best fits the organization. There are many models out there, yet which one fits you best?
Finding and tailoring the process to your needs is a key to making flourishing transformation planning.
Figure 07 presents a versatile process that advocates rapid innovation and ability to bring the entire organization,
furthermore incorporate customer feedback into the thoughts, conceptualize them and steadily deliver minimum
requirements to demonstrate the value and if you must fail, fail forward instead. In other words, convert attempts
(failures) into lessons learned.
Figure 07: Digital Transformation strategy planning & execution process
To fruitfully execute the above process, the organization must leverage the digital transformation library such as industry
/ digital trends and insights, digital maturity model, ideation workshop tools, customer journey maps, innovation hub,
solution storyboards, technical storyboards, visual demonstrators, prototypes, business value modeling, …etc.
Vision Clarity
Never begin exercise without
clarity of strategy vision and
direction
Due Diligence
Assesses all aspects of the
organization and measure the digital
maturity and the gap
Maximize ROI
Get the most out of the digital
investment and lower your total
cost of ownership
ACM
Develop an adoption and
change management capability
within the organization
The Culture of Digital Transformation
MIT Sloan and Deloitte conducted an analysis on
what makes digital transformation fails and the
conclusion was the huge emphasis people put on
technology and little or none on the organizational
capabilities and their impacts
Digital Ready and Digital Infrastructure
In order for organizations to prosper and prevail in their
DT journey, they must have a resilient IT whereby
infrastructure is adaptable and versatile to the fast
changes introduced by the transformation initiatives
(roadmap)
Digital Business
Design
Ideation
Workshop
Business Value
Analysis
Customer
Journeys
Digital
Envisioning
Connect IV, V, VI
Prototype
Design
Solution
Architecture
Visual
Simulation
Technical
Architecture

6. Strategy Execution
Establish, Enable and Activate your transformation unit
Shifting from single-minded corporate strategy to profoundly orchestrated digital
business-driven organization requires significant thinking alteration, embracing
growth-mindset and customer empathy. Organizations taking on digital
transformation journey started to establish a new unit responsible for igniting
digital innovation, fortify & disrupt core business, aim to create new business
opportunities, and maximize value acquisition.
DTO shares similarity with strategy and
planning offices. However, the key
difference is the main objective. DTO
aims to disrupt core business and
reinvent products and services, create
new market opportunities by leveraging
advances in digital and business
innovation whilst capitalizing on
intelligence and insights produced from
the massively harvested data and by
understanding customer journey. Thus,
imaginatively create new business
solutions that capture huge market value.
Chief Transformation Officer (CTO)
Increasing significantly, the demand to hire seasoned and highly capable Chief Transformation Officer (CTO). Hiring such
talent will immensely increase the chances to succeed in digital transformation. However, finding such talents is not an easy
job, organizations assiduously seek to attract the best-in-class calibers. How to identify the best candidate, CEO and board
members might ask?
The CTO is the face of transformation who catalyzes the inspiration and enthusiasm to transform and adopt positive
changes. He or she acts as the innovative advisor to the CEO and the board and has the power to pass changes and
influence leadership team to take actions. Scrupulously, examine the below capabilities of a seasoned CTO:
Digital Transformation Office (DTO)
Enable
01
0203
Figure 09: DTO operating reference model
Figure 08: DTO implementation phases
Visionary
Visually envision future, blend original
concepts with culture, industry and
digital to form new ideas
Leader
Lead through uncertainty and
ambiguity and create clarity and
sense of direction
Industry Expert
Possess industry expertise and
business acumen. Mastery level
400
Digital Expert
Thorough understanding of
disruptive technologies and ways
to use them. Advanced Level 300
Entrepreneurial Spirit
Create a vibrant entrepreneurial
culture that strives for
innovation and creativity
Coach
Coach the CEO and the leadership
team to successfully lead the
transformation journey
Customer Obsessed
See through the customer lens,
embrace empathy and centralize
everything around customers
Courageous
Perseveringly pursue the right,
meaningful outcomes and build
ongoing momentum
Digital Business Strategy
Business
Thinking
Corporate Strategy & Direction
Business outcomes
Inclusive Design
Thinking
Digital & Industry
Trends
Digital Scenarios
Digital Transformation Command Center
Business Insights EA/Planning Tools Performance& Value Mgt.
Goals
Budget
Forecasting
Implement Improve
DTO Tools & Repository
DTO Processes
DTO Operating Model
Objectives
Planning
Portfolio
Governance Model
Roles &
Responsibilities
Policies
Committees / Boards / Teams
Organization &
Hierarchy
Service Catalog
Innovation
Center
Lean & Agile
Innovation
Management
Enterprise Change
Management
Program Management
Value Management
Require
DTO Enablers
Enhance
Support
RACI MatrixDTO KPIs
Dream
Digital
Reference
Library
Enterprise Project mgt.Media Center
DT Pillars
Leadership Capabilities DMMDigital Capabilities
Digital Transformation RoadmapDigital Partners
Digital Strategy
Customer ExperienceDigital Maturity Model (DMM)
Frameworks
Monitor & ControlDesignIdeate
Digital Talents /
Skills
Digital TransformationOffice(DTO)
HelpdoyoubuildyourDigitalTransformationunit

7. Transformation + AI
Scenarios
Notable transformation scenarios
Integrated
Experience
A new integrated digital branch experience that connects customers with physical spaces. A good example would
be establishing a digital bank branch and incorporate it into a café where customers sit and enjoy a cup of coffee
and do their transactions. The branch includes video tellers that interact with customers through screens, smart
ATMs and on-demand video to showcase products and services. Alawwal bank in Riyadh opened a digital branch
called ‘IBDA’ by teaming up with Costa Coffee.
Intelligent in-branch technologies are massively changing the customer experience. In the Branch-of-the-Future
customers can use interactive screens to scan their mobiles, access their accounts, do transactions, interact with
video tellers and use smart ATMs. Business customers can deposit cash in business cash machines. Furthermore,
interactive screens can be used by bank staff to explain investments to customers in a more effective and visual
way.
Branch Banking
Digital
Assistance
Numerous banks, for example, Bank of America, Capital One, Ally Bank and many others began to roll out
intelligent digital assistants (chatbots). Customers can use the digital assistant to search past transactions, access
awareness information about products and services. With the increasing reliability of the bot systems, regulators
are looking into the possibility to allow for transactional activities such as money transfer, Western Union is a
notable example.
The capacity to leverage and use AI to contextually and even behaviorally create personalized customer journey is
a capability every banking is seeking to acquire. Imagine if you can use customer data and visual recognition to
tailor the channels to fit customers preference or what they wear (wearable devices) either push or communicate
information. Ability to intelligently offer customers services based on their behaviors and on the current context of
time and place is becoming vital.
Personalized
Contextual Banking
Context Insight
Forecast
Although many banks claim to have Advanced Analytics capabilities, anyone watching the way banks provide
services or forecast risks quickly conclude they really don’t do it well if any. There are tremendous opportunities to
leverage data to improve internal processes, increase revenue and reduce risks. Moreover, serving as a new source
of revenue to monetize on the Business Cases (not sell the actual data via APIs). Imagine if a bank can advise
businesses to invest in a region, market, time and customer segment.
Recently, some banks are shifting gears towards B2B and becoming the custodian of customer data. Basically, due
to customers’ historical trust in banks and their high-security measures. Opportunity to leave the B2C to partners
who know how to deal with customers and have more agile digital capabilities to create a compelling user
experience. Offloading customer experience to specialized partners can give a competitive advantage. However,
regulatory compliance can be somewhat challenging in some regions due to data privacy and data protection.
Infrastructure
Provider
Open Banking
Banks have been sitting on customer data for many years. However, not much has been done! The expectation of
customers in today’s world is to allow for data sharing. This implies banks potentially lose control. Instead of
resisting and fighting the idea, banks need to discover innovative ways to create new business models and
abandon fewer revenue models. This requires to open up and collaborate with financial institutes and much
progressively with financial adjacencies.
Banks have always struggled with their IT legacy systems. None of the above scenarios can be achieved without
modern IT infrastructure that allows for expandability and openness. This requires new architecture styles such as
Microservice architecture. Besides, IT teams need to be set up to deal with digital agility which would require new
culture, processes, and models to cope with the speed of transformation. Modern
Infrastructure
‘AI infused’ digital transformation scenarios that redefine how Banks
provide products and services

8. Appendix: Digital Strategy on One Page
Industry Research
Conduct industry research and trends
on both industry and digital and
preform quick benchmarking
Digital Strategy Roadmap
A 2-3 years digital transformation roadmap
supported by business case and project charter
details
01
02
03
04
05
Focus Areas / Strategic Themes
Align with corporate strategy on the
direction and focus areas to improve
business outcomes
Customer Journey Map
Reimagine customer journey and identify the digital hotspots
to create unapparelled experience
Ideation Workshop
Conduct highly interactive ideation workshop which focus on customer
journey and how to leverage the fourth industry revolution to
transformation products and services
SWOT Analysis & As-is Assessment
Quickly assess the current business, the technical capability
and identify the ‘digital maturity’ and ‘AI maturity’
Challenges & Drivers
identify the challenges and drivers as well as business threats and evaluate
some potential imperatives
Initiatives Prioritization and Business Value
Modeling
Prioritize initiatives/ideas based on time, complexity cost and
impact on business
Conceptual Design + Solution Storyboard
Experiment with various designs and solution storyboarding to reach out
to minimum viable product design
Digital Strategy
Build the digital transformation strategy ‘Digital Business
Strategy’ with clear goals and KPIs

9. Footnotes
• Digital Transformation in Financial Services, by Claudio Scardovi , September 2017
• When Tech Meets Finance: A Roadmap for Digital Banking Transformation, by Vicente Quesada, September 2017
• Restructuring and Innovation in Banking (SpringerBriefs in Finance), by Claudio Scardovi, Octobar 2016
• Global Corporate Banking 2018: Unlocking Success Through Digital, By Carsten Baumgärtner , Pieter Van den Berg ,
Gennaro Casale , Oliver Dany , Ruchin Goyal , Anna Haug , Sukand Ramachandran , and Jürgen Schwarz, 16 Mach 2018
https://www.bcg.com/en-us/publications/2018/global-corporate-banking-2018-unlocking-success-through-digital.aspx
• The Four Pillars of Digital Transformation in Banking, by The Financial Brand, 27 March 2018
https://thefinancialbrand.com/71733/four-pillars-of-digital-transformation-banking-strategy
• The Bank of One: Taking personalisation to the ultimate level, by James Eardley, 11 July 2018
https://www.finextra.com/blogposting/15543/the-bank-of-one-taking-personalisation-to-the-ultimate-level
• Why Branch Banking Is the Next Venue for Digital Transformation, by Julie Godfrey, 07 June 2018
https://insights.samsung.com/2018/06/07/why-branch-banking-is-the-next-venue-for-digital-transformation/
• Strategy, not technology, drives digital transformation, by Gerald C. Kane, Doug Palmer, Anh Nguyen Phillips, David
Kiron, Natasha Buckley, 14 July 2015
https://www2.deloitte.com/insights/us/en/topics/digital-transformation/digital-transformation-strategy-digitally-mature.html
• Six digital growth strategies for banks, By Somesh Khanna and Heitor Martins, April 2018
https://www.mckinsey.com/business-functions/digital-mckinsey/our-insights/six-digital-growth-strategies-for-banks

10. Author
Copyright and Disclaimer
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guarantee the accuracy of any information presented after the date of publication. This reference Architecture is for informational purposes only. THE AUTHOR
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© 2019 All rights reserved.
CONTRIBUTORS
• Mazen Fayad,
MEA Digital Advisory Lead, Microsoft
• Waleed Mallouk
Digital Advisor, Microsoft
• Adam Zebrusky
Digital Architect, Microsoft
• Abdulla Idris
Senior Digital Consultant, IBM
• Abdullah Alfadel
Head of Enterprise Architecture, SABB
Experienced Digital Transformation and Strategic Advisor with a demonstrated history of
working in the information technology and services industry. Skilled in strategic thinking,
strategy formulation and execution. Develop transformational advisory relationships with
C-level clients across industries and segments
Nawaf Albadia
Digital Transformation Advisor, Microsoft