Strategic Transformation in Financial Services

Customer, market, and product dominate traditional management thinking in financial services. Owing to increasing digitalization and changing customer behavior, functional business and operating models are undergoing increasingly disruptive transformation. In addition, exogenous and endogenous shocks—such as those caused by COVID-19—may occur. What strategic responses are possible? What and whom do the current development trajectories change?

A look into the new markets of the financial sector provides initial answers and reveals significantly altered organizational forms and patterns of success (especially InsurTechs and FinTechs). These can be systematically analyzed using established theories and integrated into existing corporate practice through modern approaches to thinking and acting related to organizational ambidexterity.

An excursion to the InsurTech Hub Munich as well as a boot camp on agile working in a leading company in the financial industry deepen the academic lecture and exercise content with practical insights.

Assessment: Portfolio consisting of two one-pagers prepared for a fictional lobbying activity (addressing works councils, employees, regulators, policymakers, and society, etc.) and a group presentation to decision-makers. The examination presentation is scheduled for 15 minutes, followed by a 15-minute discussion.