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I’ve had the good fortune of working in a world of crisis for nearly 40 years teaching it for more than 30 years. And one thing that I and my firm find when we study crises is they follow predictable patterns. There are predictable patterns of human behavior which you know from a marketing perspective, but there are also predictable patterns of organizational behavior, of stakeholder behavior when things go wrong.

So presence I define as not only being in a moment, which, you know, the word “presence” says “has that being present” but also to authentically connect with anyone you are communicating with in order to motivate them, to inspire them, to convince them. For me leadership is all actually about influencing.
As a leader you want someone to do something, you want them to reach certain goals you have, implement a strategy. And in order to exert influence, “presence” really helps.

The common thing of all fintech innovation is the backbone of the new people. So what is the new common thing of this economy? It’s the economy of shared resources. If you think about Airbnb we share homes and if you think about Uber we share carpool. If we think about fintech we share a platform so the new economy of fintech is the economy where we try to reduce the waste of resources we believe and trust in each other and we believe in the environment. It’s an economy in which ironically technology is not the most important thing, but a trust among people is.

I think one of the core things over here is “Is the company innovation-ready?”, which means that “Do you have an innovation mindset?” So you just don’t launch an innovation. It should fit with your overall strategic goals. So it’s not about launching an innovation, it's about having an innovation strategy in order to accomplish the goals that you have.

It’s a situation where a whole company is going through a change and they recognise that educating their top-management is part of the change. It’s a part of this monumental transformation of a large company.
So it’s all about experimentation. It’s all about trying new business models, failing with it, most likely. But then embracing one of the successful experiments and moving forward and trying again.

I’ve had the good fortune of working in a world of crisis for nearly 40 years teaching it for more than 30 years. And one thing that I and my firm find when we study crises is they follow predictable patterns. There are predictable patterns of human behavior which you know from a marketing perspective, but there are also predictable patterns of organizational behavior, of stakeholder behavior when things go wrong.

So presence I define as not only being in a moment, which, you know, the word “presence” says “has that being present” but also to authentically connect with anyone you are communicating with in order to motivate them, to inspire them, to convince them. For me leadership is all actually about influencing.
As a leader you want someone to do something, you want them to reach certain goals you have, implement a strategy. And in order to exert influence, “presence” really helps.

The common thing of all fintech innovation is the backbone of the new people. So what is the new common thing of this economy? It’s the economy of shared resources. If you think about Airbnb we share homes and if you think about Uber we share carpool. If we think about fintech we share a platform so the new economy of fintech is the economy where we try to reduce the waste of resources we believe and trust in each other and we believe in the environment. It’s an economy in which ironically technology is not the most important thing, but a trust among people is.

I think one of the core things over here is “Is the company innovation-ready?”, which means that “Do you have an innovation mindset?” So you just don’t launch an innovation. It should fit with your overall strategic goals. So it’s not about launching an innovation, it's about having an innovation strategy in order to accomplish the goals that you have.

It’s a situation where a whole company is going through a change and they recognise that educating their top-management is part of the change. It’s a part of this monumental transformation of a large company.
So it’s all about experimentation. It’s all about trying new business models, failing with it, most likely. But then embracing one of the successful experiments and moving forward and trying again.