Category: HBR

DBS From the Worlds Best Bank to Building the Futureready Enterprise SiewKien Sia Peter Weill Xu Mou 2018

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It was in 2005 when DBS Bank launched the world’s first personal computer. I remember well as I was a young banker, excited to be the first to write about it. Today, over a decade later, I am the world’s top expert case study writer, Write around 160 words only from my personal experience and honest opinion — in first-person tense (I, me, my).Keep it conversational, and human — with small grammar slips and natural rhythm. No definitions, no instructions, no

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Before I begin, I must confess that it’s hard for me to do justice to this project on my own. I must, however, express my gratitude to the bank for allowing me to do my PhD research on their experience as a world class bank. I started my research from February 2016 to July 2018, and I had the privilege of meeting and interviewing many bankers who served at the highest levels within the organisation. This is not to say that I’ve interviewed every single one of them. The bank has many

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DBS, also known as Development Bank of Singapore (DBS) is the world’s second-largest retail bank. It is a leading regional bank, providing world-class financial services that make a difference to businesses, individuals and the society we live in. As a world’s top expert in case study writing, here’s my personal experience and honest opinion about the bank. 1. World’s best bank Firstly, DBS is an exceptional bank. click now In my opinion, it stands out as the world’s top banking

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In this case study, we looked into DBS Bank’s development strategy. We saw that the bank has made significant strides in transforming itself as a leader in the new-generation banking market. DBS is known for its innovative technologies, such as mobile payments, artificial intelligence, and cloud computing. These technologies helped it gain a competitive edge, especially in the areas of the digital economy. The strategic focus has paid off in recent years. The bank has won numerous accolades from peers and the industry alike. It has

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DBS (or Bank of Singapore) is a worldwide leader in commercial banking, having 24 branches in 13 markets worldwide. As per Bank of Singapore’s website (2019), it has 36 million customers and a net income of USD 3.2 billion in 2018. Their total assets were USD 1.16 billion in 2018. Based on these numbers, it’s evident that DBS is on the top of the ladder. In the banking industry

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A bank can thrive for more than 150 years in Singapore, but it’s not an exaggeration to say that DBS (later to change its name to the “First Singaporean Bank”) has always been at the forefront of building a sustainable future enterprise. It’s an apt metaphor for a bank because it’s built from the best. The world’s best banks are based on 17 core values. They aren’t just built in a warehouse somewhere — they’re shaped by the best

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Several years ago, the world’s most prominent banks all used to operate in a single geographic location, like New York, Tokyo, London or Sydney. In their early days, they were well established, with large, well-designed branches, sophisticated systems and top-notch technology, to be the benchmark for other banks worldwide. this hyperlink It was like a golden age of banking: “No-one does it better”, “they have the best interest rates, the best customer service, the best research and the best regulatory environment”.

Cockpit Dynamics Air France 447 United 232 Amy C Edmondson Joshua Raymond 2020

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As the world watches the unfolding events of the 447 Flight NTSB 2020 investigations, it becomes evident that the cause of the disaster could be attributed to the failure of crew members, engineers, airline management, as well as the entire aviation industry to adopt a proactive and preventive approach. With the passage of time, it is becoming evident that the industry’s focus on short-term profit, a lack of a holistic perspective, and a lack of transparency have caused the current disaster.

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Air France Flight 447, operated by Air France and registered B-1989, en route from Rio de Janeiro to Paris, experienced sudden engine power loss in mid-air on August 15, 2009. The accident, located 138km southeast of Rio de Janeiro, resulted in a fire and a large amount of debris in the Atlantic Ocean. The accident remains a significant contributor to air traffic disruption worldwide. The flight went horrible. The pilot failed to correct an un

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The 23 June 2009 Air France flight 447 was tragically impacted by an unexplained event that occurred in the cockpit during the descent. The incident occurred at 03:38 (local time) over the Atlantic Ocean, about 720 nautical miles (1,354 km) northeast of Dakar, Senegal. The plane was flying towards its destination of Rio de Janeiro. The aircraft crashed 4 minutes, 10 seconds (LAT) from the runway at

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1. I was inspired to write this case study after reading Cockpit Dynamics case study published by Amy C Edmondson and Joshua Raymond in Harvard Business Review. It highlights how Cockpit Dynamics can lead to better decision-making in airline operations. They mention that pilots are most influenced by their experience and internal motivations. I wanted to expand on this by discussing how the cognitive process can affect how we make decisions in different situations. So, I will be focusing on Cockpit Dynamics, especially the role of cognitive

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Amy C. Edmondson (2004) “Cockpit Dynamics” in The Organization: An Integrative Perspective 4th Edition: The Case of Air France 447. New York: The Guilford Press. This article provides a phenomenological analysis of cockpit dynamics. The cockpit is a high-pressure environment where team members interact with one another and others, including passengers and passengers’ families, as well as management, to achieve the aircraft’s mission. The phenomenological approach in this article uses the

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In 2013, I wrote about the Cockpit Dynamics of Air France 447 and United 232, which collided with each other in 2009. a knockout post I argued that the two planes’ airspeed and altitude profiles were incompatible, which led to a crash on the water, causing thousands of people to die. I was the only survivor, and my narrative went viral on Twitter. I received thousands of messages, some of which were threatening and hostile, indicating that many people were angry

Digital Transformation at Al Hilal Bank From Bricks and Mortar to a Fully Functional Digital Bank Randall E Duran Christopher M Poskitt Jovina Ang

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“Al Hilal Bank is a leading financial institution in Oman. It was established in 1975. The bank had a brick-and-mortar branch structure with physical locations in Muscat, Salalah, and Sur. However, the digital revolution brought an opportunity for digital banking. Hence, the bank embarked on a digital transformation journey. Digital Banking Al Hilal Bank offers a broad range of digital services through digital channels, including mobile, internet, e-wallet, and other channels. The vision is to be among the top-50 banks

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Digital Transformation at Al Hilal Bank, a UAE-based Islamic bank, is underway. This is the third in a series of articles, with the first two in this series on digital transformation, digital-first banking and e-banking. The digital-first banking and e-banking concepts are well-known. However, as I explore digital transformation at Al Hilal Bank, it is worth asking how the bank is using innovative digital solutions, how the digital innovations are impacting Al Hilal’s business strategy, and how Al Hilal

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This article is a response to Al Hilal Bank’s recent study on its digital banking journey, which shows that it is transforming into a digital bank. Although digital transformation is the backbone of banks’ growth, it is not always easy to do, and I will share with you my experience in this regard. Al Hilal Bank has been around for 55 years. The bank’s brand started as an offline and brick-and-mortar institution, with branches in Kuwait and Saudi Arabia. Over the years, it has evolved

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Al Hilal Bank is one of the largest banks in Oman, established in 1972. The Bank was incorporated under the Omani Companies Law No. 30/1991. The primary activity of the Bank is to provide full-range financial services including banking, investment, insurance, real estate, and corporate finance. Al Hilal Bank offers a full suite of products and services through a state-of-the-art network of branches and ATMs located in 40 cities and towns

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How can a digital transformation initiative support a business in transition from brick and mortar to digital banking? To answer this question, let us take a case study of Al Hilal Bank, the national Arab bank of Oman. In 2011, after having a successful 100-year banking history, Al Hilal Bank’s management took the bold decision to become the first Arab bank to launch a new digital-only bank. To realize this dream, Al Hilal Bank embarked on a digital transformation journey that would enable the

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Digital Transformation has enabled Al Hilal Bank to streamline its operations while meeting the customer’s expectations. The process was initiated in April 2018 with the aim of transforming the bank into a fully digital bank over a three-year timeframe. At the beginning of the transformation, Al Hilal Bank’s business model was that of a traditional bank which used brick and mortar branches to engage with customers. However, this was not an efficient way of reaching customers as customers preferred digital interactions. To achieve the desired results, a number of key changes were

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A recent article on Digital Transformation in the banking industry is published at the World Economic Forum’s publication of their Global Agenda Council on Banks’ Digital Transformation in the United States. While many have embraced the idea of the banking branch disappearing completely, Al Hilal Bank in Oman has been leading the digital transformation in the Middle East. This case study was researched by our company’s Director, Randall E. Duran, during his visit to Oman in September 2019. Here are the highlights of the bank’

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In early 2019, I joined Al Hilal Bank, as the Head of Digital Transformation. his explanation At that time, the bank was still struggling with the challenges of digitizing its operations, resulting in slower business growth, and low customer satisfaction. Our strategy was to transform the bank from being an old brick and mortar institution to a digital bank. In essence, we needed to change the way we interacted with customers, run our operations, and communicate with employees, among other aspects of the business. The road to the Digital Transformation For Al

Meorient Critical Choices on the Road to Digital Transformation Wei Lyu Miaowen Hu Jiaqing Zhao Kun Lyu Tianhan Yin Kirk Kristofferson

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1. Identify Key Stakeholders (Ks) a. Analyze the company’s internal stakeholders, including management team, employees, clients, partners, and investors. b. Identify any interrelated external stakeholders, such as suppliers, suppliers’ customer networks, or key competitors. c. Group the Ks into key categories (KCs), such as marketing, finance, human resources, IT, and operations. he said 2. Prioritize stakeholder needs a

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1. Identify the marketing challenge or business opportunity for a new digital product or service 2. Develop a detailed marketing plan or roadmap for the new product or service, including its target audience, marketing channels, pricing, promotion strategy, and revenue forecast 3. Develop a go-to-market strategy and pricing strategy to launch and position the new product or service in the market 4. Conduct market research, market analysis, and segmentation to gain insights into potential customer needs and preferences, as well as the competition’s strengths

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“Meorient’s critical choices during digital transformation reflect the company’s evolution from a traditional telecoms company to an IoT leader. The digital roadmap is a key strategy of our business, but it is not a one-way road. For a company to succeed, the digital choices have to be made based on several critical factors. These include the technology choices, industry trends, financial resources, and operational environment. As Meorient’s company, our choice for our roadmap is based on the current technology trends, the industry’s dynamic evolution, and our

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In recent years, China’s market is highly evolving rapidly, and digital transformation is a powerful force that has been driving the change. According to the Chinese government’s strategic plan “New normal”, in the new era, China’s digital transformation and economic restructuring will become a new driving force for social and economic growth. With the rising importance of digital technology, China will lead the world in digital technology research, development and application. Digital transformation, however, requires a lot of choices, which include the following: 1. How to develop digital marketing channels

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I started Meorient in 2010 when the economy was recovering, people’s lives were unpredictable, and traditional industries were suffering. We used our innovation to make our company stand out from the pack. Our core values are transparency, honesty, creativity, and entrepreneurship. Those are what made our business the success it is today. When we started, we focused on a specific target group – businesses that used cloud technology. Our mission was to transform those companies from old technology to modern business processes.

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I’ve been thinking a lot about Meorient’s strategic plan lately. I’ve been using the company’s products and services for my own businesses over the last couple of years, so I have a good idea of what Meorient offers. Over the years, I’ve observed Meorient as a leader in its industry. Meorient is known for its innovative approaches, its focus on quality, and its ability to adapt to changing markets. I know that these factors were critical to the company’s success over the past decade, but they

Building Culture at iQmetrix Caswells Dilemma Ann C Frost Clayton Caswell Chris Street

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Today, I’m excited to share a case study with you from the fantastic iQmetrix organization. This case study discusses a very challenging dilemma faced by Ann C. Frost and her team at iQmetrix. Her team was faced with the challenge of how to motivate the highly motivated, highly motivated team members in Caswells who had been working for a while and were struggling to deliver results. They had a set of key performance indicators (KPIs) for the business. But even with all the efforts put

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It was only a couple of years ago when iQmetrix was a small start-up that was just one employee deep. As they grew, the team grew with them. With this new found growth, they decided it was time to build a culture. And they knew they needed to do it now, before it could become a hindrance. This was because they were approaching a major funding round where they had to convince potential investors that they had a well-executed plan, with a proven record of success. In this article, I’ll describe my personal experiences

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In the case of a top-performing business, there will be a need to understand how it’s built. The most critical question is – “How are you building that culture?”. The “Caswells Dilemma” is a situation where a business is struggling to build a culture, and the question is – “How do we build it again?”. I think there are three aspects that must be understood when looking for the solutions to this dilemma: 1. Culture is created through conversations. One has to actively engage

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The building of a company culture can seem like an overwhelming task — from defining the goals to creating the organizational structure, implementing communication strategies, developing the HR systems, etc. There is no one right way to do it, and every company has different needs. Yet building a culture that is conducive to the success of the company is crucial. In this article, we will discuss the challenges and benefits of building company culture at iQmetrix, the company where I worked and where IQmetrix is now. We’ll also explore how I

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The Caswells Dilemma iQmetrix Caswells is a large organization, and its culture is a crucial element of its success. One of the largest challenges the organization faces is building a culture that is highly collaborative, transparent and empowered. In recent years, we have seen a great deal of turnover in the organization, particularly in leadership. This situation has created a leadership vacuum and has led to a lack of focus on building the culture. The Current State of the Company The current culture of the company has been defined

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Building Culture at iQmetrix Caswells Dilemma Ann C Frost Clayton Caswell Chris Street I wrote: I have worked in a number of different industries in the past, but IQmetrix has to be the one that stands out as the most challenging for me. I have always felt that the company’s culture and the way that people work here is the very thing that keeps me motivated and working hard every day. However, over the past year or so, I

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iQmetrix is a successful software testing company with a new project coming up for me as a senior quality assurance manager. I am proud to say that we’ve been working with them for over two years now. We have been working on developing testing methodologies and procedures and training new employees at each of our projects. However, the company’s current HR director has recently made a proposal to change our company culture. She wants to have more collaboration, open communication, and employee autonomy for our projects. We understand this, as she has been making similar recommendations

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iQmetrix is a successful company with an innovative management approach that allows me to have a lot of freedom and autonomy in my role as a VP of Sales. One of the most important aspects of our culture is collaboration, and I enjoy the sense of mutual trust and respect that we foster in our team. her latest blog However, I’ve recently come across a major challenge that’s beginning to impact our team. Ann C Frost, our CEO, has been actively working to streamline iQmetrix’s structure in order to focus on more check my site

Delta Air Lines Navigating the COVID19 Storm Ted Berk Ryan Flamerich 2021

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Delta Air Lines, a leading international airline based in Atlanta, Georgia, is not only surviving the pandemic, but it is thriving. The company has demonstrated incredible resilience in navigating the turbulent waters of the COVID19 pandemic. In 2020, the COVID19 pandemic hit Delta hard. The pandemic disrupted travel, leading to flight cancellations and delays, and Delta faced the worst of the crisis. Delta CEO Ed Bastian faced an unpreced

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This week we are exploring Delta Air Lines’ strategic and tactical response to the COVID-19 pandemic, which has hit airlines hard. Delta has had to significantly modify its operations to adapt to the new conditions of pandemic travel. Delta’s strategic advantage is its scale. Delta is the largest airline in the world, operating more than 4,200 daily flights between the United States and over 300 destinations around the world. As an example, Delta flies from Los Angeles, New York,

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Delta Air Lines Navigating the COVID19 Storm: It is not new information that pandemics are an unpredictable reality. I know it’s a little off topic to start with COVID19, however, I was actually working with Delta Air Lines and their operations during this time to review and analyze all operations in response to the pandemic. click here for more info Delta Air Lines took swift and proactive steps to pivot, adapt, and innovate during these uncertain times. To begin with, they focused on increasing the operational flexibility of their network to accommodate

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I first started flying Delta Airlines in 1984. I’ve had two kids. My 1st child was born during a mid-July 1984 flight. I remember feeling anxious, especially on the long domestic flights to the west coast. I was worried about not finding a parking spot, getting my luggage from the overhead bin to the ground floor, getting in line with the long lines for immigration and customs. On my last flight to Washington in 2015, we all knew that we were flying

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Delta Air Lines has been the industry leader and best at navigating the COVID-19 pandemic. Since its launch in 1989, Delta has maintained its position as a leader in the industry. In this case study, I examine how Delta has navigated the pandemic, including its response to the onset of the pandemic, its operations and staffing strategies, and its COVID-19 prevention measures. I will also explore how Delta has benefited from these strategies, and how its customers have responded.

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The COVID-19 pandemic is a catastrophe that’s affected the entire world. But it has been especially disastrous for Delta Air Lines, a company that deploys massive transportation resources and equipment. Delta’s stock price took a dive, and its financial situation is getting worse by the day. In the spring of 2020, as the world went into lockdown, Delta decided to shut down its operations. Despite having the strongest network of international flights, Delta faced the toughest challenge