Data Diabetes is the metaphor for how organizations struggle to effectively use data to create value, in the same way that diabetic organisms cannot effectively use sugar. On a daily basis I hear clients lament that they have too much data, not enough data, or the wrong data, often simultaneously. These organizations are suffering from Data Diabetes: They need data to thrive and create value, but they are unable to effectively put that data to use.

• Most organizations follow policies, processes and procedures that have changed little since 2000, but we now live in an entirely different world.
• Organizations use data to power three types of processes: Discover, Decide and Defend.
• Data Diabetes describes how organizations fail to use data effectively in one or more of these three processes.

Itesoft’s Frederic Massy will discuss:

• Major industry trends and challenges for finance leaders
• Barriers to implementation of new technology
• 3 Pillars to live by for business process digitalisation

People analytics can save substantial money and even help organisations increase their revenue by enabling better workforce decisions. In this session, Viser’s Head of Research, Lexy Martin will illustrate through case studies and recent research, the value organisations across Europe, the Middle East and Africa get from addressing business challenges with people analytics. You’ll learn;

Key Takeaways:

• How to drive value with people analytics in employee life cycle and organisational processes
• Research showing that organisations with people analytics are improving diversity
• The approaches organisations are taking to achieve both financial and strategic value

1. Many commentators have suggested that innovating in legacy companies, especially in financial services, is too difficult. How do you respond to that?

2. You kicked off an innovation programme around 4 years ago. What challenges did you face and how did you overcome them?

3. What have been the key success factors as the programme has matured over the years?

4. What case studies can you share?

5. How can businesses, especially large multi-national organisations like HSBC, create a “culture of innovation”?

6. What does that look like in practise?

7. The concept of “ownership” comes up a lot when we discuss innovation – how crucial is that for success?

Philip Gregory will answer the questions:

1. What are the driving forces behind the change in model you’re implementing?
2. What are the key priorities for LBBD while engaging in this change?
3. How does your model differ from other councils?
4. Can you talk about the investments that you’re making?
5. How will they impact the borough?
6. You have historically been restricted by regulation and government oversight, is this the path to greater freedom and autonomy?

• How are the latest workplace trends affecting your business?
• Alternative methods to bring agility to your organisation
• Leveraging agility to improve efficiency

ESG is top of mind for many CFOs worldwide. There will be more regulatory eyes than ever on businesses as they look to improve company performance in this area. It’s not just regulations that are driving this change, however. Potential employees will be looking at ESG performance so better outcomes can help drive recruitment as well as improve your brand.

• Building out effective processes for communication to internal and external stakeholders.
• Leveraging Technology to improve communication, collaboration and innovation.
• ERP systems that enable cross-organisational communication

As digitisation increases across businesses around the world, it would be a mistake to forget about the workforce who make your organisation a success. As organisations adopt more technology, you need to upskill your workforce so that they are able to keep realising great projects and where specialists are needed, find them as quickly as possible!

The role of the finance department has already gone through massive changes over the last decade. Now playing a role in almost all areas of the business, CFOs will have to adapt to external forces and pressures which will play huge roles in changing the definition and structure of finance teams.

• The acceleration of decarbonisation driven by regulation
• where are we now.
• The importance of data in transforming ESG investment decisions
• Funnelling money towards the most effective projects.
• Technologies that support a transformative data landscape
• With COP26 soon to happen – what would you like to see emerge from world leaders?

With great times of disruption comes great opportunity to deliver better value and better outcomes. As CFOs become a much more important value creators, there is now huge potential to create a new finance team that delivers improved outcomes for their organisations.

• How CFOs and the finance function become more supportive of business strategy
• Digitisation – what matters beyond the technology
• Connected leadership and wider societal issues (ESG)

• How to help the management and executive teams scale your business
• How to tackle challenges from a strategic point of view
• Steering your business in the right direction to conquer new regions with a great blend of product and portfolio as well as optimal pricing strategies