changes be made most effectively ? “ It ’ s really about looking at the talent , tools and processes already in place and figuring out the gap between how they ’ re operating and what they would consider to be agile ,” states Robbins . Appended to this point is the consideration of staff skill ; do new employees need to be hired to drive the bank ’ s new vision of digital operations or can the existing workforce be re-skilled in order to meet the requirements of the changing role ? In its article

‘ Shaping and safeguarding the banking workforce after COVID-19 ’, McKinsey & Co is of the opinion that “ microskilling , upskilling , reskilling , and hiring new talent ” should all be considered ; the ‘ war on talent ’ is becoming one of the most prominent themes of business in the digital era . Thirdly , establishing strong partner ecosystems which can drive a bank ’ s innovation and shape its mindset are crucial for keeping the changes on-course .

EXECUTIVE PROFILE :

41 Title : Vice President and General Manager of Financial Services Industry : Computer Software

Location : New York

Laurén Robbins is a Vice President and General Manager of Financial Services at ServiceNow , one of the foremost enterprise software developers in the world .

“ I lead an organisation of industry experts across the different sub-verticals of financial services , banking , asset management , insurance , risk and compliance . We ’ re responsible for creating and executing services for the industry by collaborating closely with our customers and partners to build specialised solutions that solve the most pressing challenges experienced in the market today .”. fintechmagazine . com