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The Four Pillars of Smarter Bank Leadership

Gonzobanker

Financial institutions standing in 2030 will have completed a significant and gut-wrenching transformation of their leadership talent. To overcome the struggle, banks need to build leadership teams that align with how a future “Smarter Bank” will operate. Once they run buzzwords and innovations through management’s “B.S.

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Abrigo CEO Wayne Roberts announces retirement

Abrigo

He built a strong leadership team and an employee base that has been recognized consistently as one of the best places to work in Austin, Texas, and Raleigh, N.C., Through organic growth and strategic M&A, Abrigo has grown to be a leading player in the bank technology market, serving over 2,300 financial institutions across the U.S.

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[Podcast] WISW Episode 5: What if You Could Deliver Anything as Soon as it Was Valuable?

Perficient

With over 25 years of digital agency leadership experience, he specializes in Mobile Product Management, Mobile Strategy, and Customer Experience. He works with clients to convert market insights into real-world digital products and customer experiences that actually grow their business. Meet the Hosts. LinkedIn | Perficient.

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How to keep good employees

Independent Banker

But equally important is what they should be doing to keep the talented employees that they already have, both to avoid a short-term staffing crisis and to keep the pipeline of leadership full. Often, innovation and creativity soar when we allow employees to be curious and explore new ways of thinking.”. Quick Stat.

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Credit Unions: When Innovation Timelines Are Measured In Days Not Months

PYMNTS

COVID-19, the panel universally agreed, for all the havoc it has wrought, may end up being the catalyst for innovation that the CU entire industry needed to really begin its next evolution in delivering on its members expectations. Innovating On A Dime. As of today, we’ve gone to 85 percent at home.

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Leadership Lessons

Independent Banker

ICBA convention keynote speaker Carly Fiorina, a former Hewlett-Packard chief, shares her perspective on business innovation and leadership. However, Fiorina spearheaded a high-profile comeback that doubled the company’s revenues to $90 billion and more than quadrupled its market growth to 9 percent. Photo by Timothy D.

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Post COVID-19 Customer Experience Imperatives

Perficient

The pandemic exposed both good and bad customer experiences as companies reacted to the changing market and economic conditions. “Without strong CX leadership to champion the company’s initiatives and set cross-departmental goals, CX efforts typically stagnate, devolve, and disintegrate. Expectations vs Reality.