Innovation and the Future Proof Bank : A Practical Guide to Doing Different Business-as-Usual.

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Full title: Innovation and the Future Proof Bank : A Practical Guide to Doing Different Business-as-Usual.
Main author: Gardner, James A.
Corporate Authors: Ebook Central Academic Complete.
Format: eBook           
Edition: 1st ed.
Online access: Connect to electronic book via Ebook Central.


Table of Contents:
  • Innovation and the Futureproof Bank
  • Contents
  • List of Tables
  • List of Figures
  • Preface
  • 1 Introduction
  • What you will find in this chapter
  • 1.1 What is innovation anyway?
  • 1.2 What happens when you don't futureproof
  • 1.3 Five things that innovation is not
  • 1.4 150 years of innovation in banks
  • 1.5 The innovation downside
  • 1.6 An overview of the futureproofing process
  • 1.7 Where to go now
  • 2 Innovation Theories and Models
  • What you will find in this chapter
  • 2.1 The innovation adoption decision process
  • 2.2 Personal innovativeness
  • 2.3 Innovation from the perspective of the market
  • 2.4 Characteristics of innovations
  • 2.5 Innovation from the perspective of the firm
  • 2.6 Case Study: The internal adoption of social media
  • 2.7 Theory of disruption
  • 2.8 Case Study: PayPal's continuing disruption of the payments market
  • 2.9 Thoughts before going further
  • 3 Innovating in Banks
  • What you will find in this chapter
  • 3.1 The innovation pentagram in banks
  • 3.2 The Five Capability Model of a successful innovation function
  • 3.3 Case Study: Innovation at Bank of America
  • 3.4 Building out the futureproofing process
  • 3.5 Technology, business, and innovation
  • 3.6 Autonomic innovation
  • 3.7 Case Study: ChangeEverything, a project by Vancity in Canada
  • 3.8 The banking innovation challenge
  • 4 Futurecasting
  • What you will find in this chapter
  • 4.1 The purpose of futurecasting
  • 4.2 An overview of futurecasting
  • 4.3 What futurecasts should innovators be doing?
  • 4.4 An example
  • 4.5 Constructing the futurecast with scenario planning methods
  • 4.6 Prediction methods
  • 4.7 Case Study: AMP's Innovation Festival
  • 4.8 Some final words about futurecasting
  • 5 Managing Ideation
  • What you will find in this chapter
  • 5.1 An overview of the ideation phase
  • 5.2 Campaign and create.
  • 5.3 Collect, catalogue, and compare
  • 5.4 Scoring
  • 5.5 Customer insight
  • 5.6 Customer co-creation
  • 5.7 Case Study: Royal Bank of Canada's Next Great Innovator Challenge
  • 5.8 Concluding remarks
  • 6 The Innovation Phase
  • What you will find in this chapter
  • 6.1 Should we? Can we? When?
  • 6.2 The innovation portfolio
  • 6.3 What happens next?
  • 6.4 Tools for 'Should we?'
  • 6.5 Tools for 'Can we?'
  • 6.6 Tools for 'When?'
  • 6.7 Selling innovations
  • 6.8 Case Study: Bank of America and the Centre for Future Banking
  • 6.9 Wrapping up the innovation phase
  • 7 Execution
  • What you will find in this chapter
  • 7.1 Ways to manage execution
  • 7.2 Building the new thing
  • 7.3 The launch
  • 7.4 Operations post-launch
  • 7.5 Signals for futurecasting
  • 7.6 Case Study: Innovation Market
  • 7.7 The end of futureproofing
  • 8 Leading Innovation Teams
  • What you will find in this chapter
  • 8.1 Leadership styles
  • 8.2 Things the leaders should do
  • 8.3 Signs of a bad innovation leader
  • 8.4 What next?
  • 9 The Innovation Team
  • What you will find in this chapter
  • 9.1 The changing shape of the innovation workforce
  • 9.2 Creators, embellishers, perfectors, and implementers
  • 9.3 Team working
  • 9.4 When innovators go bad
  • 9.5 A last word about innovation teams
  • 10 Processes and Controls
  • What you will find in this chapter
  • 10.1 Oversight
  • 10.2 Metrics
  • 10.3 Rewards and recognition
  • 10.4 Innovation and the organisation
  • 10.5 Funding innovation
  • 10.6 The visible face of innovation
  • 10.7 And finally . . .
  • 11 Making Futureproofing Work in Your Institution
  • What you will find in this chapter
  • 11.1 Case Study: Civic banking at Caja Navarra
  • 11.2 Starting your innovation programme
  • 11.3 Making ideation work
  • 11.4 The innovation stage
  • 11.5 Execution
  • 11.6 Doing futurecasting.
  • 11.7 Innovation leaders and teams
  • Some Final Words
  • References
  • Index.