“ ALL SEGMENTS HAVE BEEN IMPACTED . THE DIFFERENCE IS THAT ANYTHING TO DO WITH CONSUMERS HAS THE HIGHEST VISIBILITY ”
— Eli Rosner , Chief Product and Technology Officer , Finastra
digital transformation is likely to struggle at best or fail at worst . There is a good reason for this : unless a company has an exceptional in-house tech development team , the ‘ tools ’ enabling change will essentially be the same for everyone . Where individual companies can make a difference is in asserting a corporate culture which unifies staff , attracts toptier talent and wins over customers .
“ We have acknowledged the fact that we have to be more flexible in how we interact with our employees ,” says Rosner . “ The biggest change , I feel , is the capacity for agile thinking and the ability to quickly shift , adapt , manoeuvre and work in this new environment .”
Paradoxically , he even intimates that the limitations of communication under remote working conditions have actually increased the quality of discussions : “ We ’ re now forced to hold weekly oneto-ones for the whole company across different interest groups to communicate strategy .”
Finally , Rosner concludes by stating that attracting and recruiting talent to power a digital transformation strategy should be a high priority in order to provide an enduring impact on the company . “ The war on talent is raging and the best way to get people engaged is to give them challenges they ’ ve never experienced before . Nobody likes to get bored , but even the biggest innovators in the world experience it sometimes . At Finastra , we always provide employees with technological challenges and it ’ s by combining them with diversity & inclusion practices , a flexible work environment and cutting-edge technology that we get the best talent .”
35 fintechmagazine . com