bankingtech.com

It's time to focus. If nothing else, think how fast the last few years have flown by.

The only new opportunity COVID gives us is to be honest about the opportunities we missed.

The pay-off in building a bank for the future vs the short-term gains of playing it safe is worth every single bite.

With remote working, productivity may be up. But what about creativity and serendipity?

What 15 years of digitisation & modernisation have gotten us from the consumer's point of view? It's not looking great.

We are trying to pay lip service to wholesale dramatic change but get away with cosmetic modifications.

If the art of the possible is being explored, the art of the valuable remains elusive.

I see growing companies. I see ambitious professionals. I see evolving stories.

It's time for the banks to work together to standardise their onboarding processes and documentation for fintechs.

"Where do I begin?" If you have ever asked me, you know my answer is always the same: in the middle.

Principles are the sort of substance that doesn't bend under pressure.

It’s time to pay it forward. To the next guy and gal.

Everyone will have a part to play, but the risk teams will set the tone for what comes next. 

If you are looking for principles to navigate unfinishneess by, ask "who".

When it comes to digital adoption, the regulator has been the biggest driver of change in the more mature markets.

Do everything in your power to minimise the avoidable mistakes and the impact of the less exciting omissions.

Having walked in each other's shoes you are both a little better at your job now.

Careers and lives barely work to plan. Even if you have one.

Optimism might get you out of your chair and striving for a better tomorrow, but it isn't optimism that gets you there.

This is the time to handle the pressure, not indulge in the stress.

Everything we do in business is in pursuit of relevance.

For the extroverts of all hues, ethnicities, sexualities, identities and faiths, check on your introverted friends.

If you want something done in a bank you don’t need friends in high places. You need friends in low places.

Why do all these dreamers and makers and poets work in banking transformation?

I don't know how to not care.

For our next go-round the sun let's cherish the things we have and work towards the things we miss.

Good advice is measured, informed & situation-specific. Our industry has thrived on producing generic postulations.

Choose to act towards the next chapter. Choose to live each day of "not normal" as if more than survival is at stake.

We don't do nearly enough. We can do better and we must do better and we WILL do better.

#LedaWrites has given me an expansive place where I could reflect, peel back and grow.

Giving the people who are building your future a reason to believe in you and your right for a future is survival.

How do we ensure we are in a better place to serve, deliver, survive in the next Black Swan event?

Amazing teams have teams that care. That's how leadership works. It's a team sport.

"Humans. So many good ideas. So many failed ideals."

Being advised to fail and do so at speed, as if that, somehow, was not a relative thing anyway.

Everything that goes wrong in a bank, big or small, gets put neatly away in the closet of shame.

For some, politics is about winning the battle. For others, it's wining the war.

No one person should be enough to make another worthy of a future they can't themselves lose sleep dreaming of.

Let's hear it for imbalance. Being on the back foot is when you can kick the hardest.

The soundtrack to the cycle of emotions from the day you get the job to the day you deliver results.

Building the future is not about what you know. It's about what you dare believe is possible.

The technology liberates us in the most terrifying way.

Everything that matters happens because of those who stick it through the Messy Middle.

There is nothing wrong with accelerating your career. But as always, the how matters.

If your "why" is simply "to make money", your proposition may carry all the cynicism of yesteryear.

AI prize: building a future-proof organisation with a right to not just survival but also success.

Gender doesn't make anyone a better hire. Women are there despite and in spite of it. And that matters.

Moving away from bad bosses is not good advice, it is essential advice.

This is what good looks like.

Learn, be excellent to each other and trust that the music will only get better if you practice. Starting today.

False dichotomies – either fighting them or succumbing to them to get things moving, things done, to get people on...

Welcome to the Great Disillusionment Swamp...

No more placebo slides, neatly organising an avalanche of creativity on a four by four.

Pause and give thanks for the life changing lessons.

You can't avoid the pain and discomfort of change no matter how many digital agencies you engage.

In the disruption era, disintermediation is the big boys' loss for sure, but not necessarily the disruptors' gain.

You can be anything. But it will get messy.

The truth is everything we do touches and by extension changes people's lives.

Be the person people will call to join on their journey.

What’s diversity good for? Everything.

You've been warned.

The systems we laboured over will be grandfathered and stuff we don't understand will become important. Accept it.

Start with deciding what is core and what is key to delivery, survival and business viability.

Cold calling - the biggest challenge to the promise of the digital future we all strive for?

Taking someone for granted is the highest degree of trust.

Diversity of all kinds is good for business. It is also good for the soul.

I make mistakes, I don't know better, it's a thing. It's a superpower.

When interviewing, ask people about your version of the ocean, not just ship-building.

Better is possible. Better is needed. Better is now both a business decision and a moral imperative.

The helplessness. The fear. The rage. And the shame.

It is time we gave some respect back to the drops that make the ocean.

It's a terrible thing to be put in a position where you cannot improve your own performance.

So I had to go to the bank today. And the day's surprises began.

It's not practicality that makes banking in a foreign country hard. It's bankers.

Don't be afraid to declare time of death when it is true: it is not an admission of defeat.

Those "big block of cheese" meetings...

Over the years, I have left radically different people mildly confused by asking them how I can help them.

If you don't want your organisation to be plagued by self-fulfilling prophecies, don't create them.

Your business, whatever it is, is consumed and paid for by humans. Staffed and delivered by humans.

We don't directly do good in our fintech-verse, but we push the world towards something better.

A radically different way of establishing authority, managing organisations and measuring success is needed.

An industry asking itself the same questions for ten years despite having the answers is an ailing one.

It is now possible for us to be digital all the way down.

But unlearning is the only path to survival. Even if you can't learn to like that, you learn to value it.

By the time we get to the emerald city, the biggest change will have been on us: our people, not our infrastructure.

There is comfort in keeping with the pack, but it may be time to go your own way.

Every incremental triumph you celebrate in the office, is a moment of weirdness for the client.

A new kind of banker is emerging. Less arrogant. Less entitled. More ethical and informed, tech savvy and less greedy.

Experience means you no longer have excuses for not doing the things you know need doing.

What if, by treating the core capabilities as utilities we could totally change the game?

Find your legacy. Find your own flavour of useful. Dust it off. And make it better.

The intent is revolutionary. The path is non linear.

But if you try sometimes, you find, you get what you need. And need is bigger than want.

Giving constructive, actionable feedback is not easy. But man oh man is it essential.

I have been both a witness to and a participant in a conversation about something going wrong.

Things don't need you to believe in them to be true or come to pass.

Temptation to depart from all that holds you hostage, that mutes your melodies and dulls your colours.

Hold yourself accountable on the choices you make and how you follow them up once you have made them.

Good UX is like a joke. If you have to explain it, it ain’t that good.

Can you tell which bit of generalities "we have data, customers and scale" actually holds value for the future?

Find what your executives care about and centre your design around them so they can go off and do their job.

Imagine how much an innovation team would achieve if they also had your help.

What if my starting point was not my desk?

It's only when you do things again and again that trust renews itself. And a narrative builds.

Your user centric design goes out the window unless the entire money cycle moves in tandem.

Your gut points you a certain way; your heart decides; then your head wraps some logic around it.

Technology without heart will take you nowhere, in the slowest and most expensive way possible.

There are three types of meetings in the world.

Stay focused on the business and don't become too attached to the wallpaper.

We lament "legacy", we talk about it, we blame it. But we rarely define it because we have no intention of tackling it.

Find the price you are not willing to pay. And don't pay it.

Your legacy should be an infrastructure to suit your appetite, not ambitions cut to the size of dated tech limitations.

Who the hell are these millennials who need help saving $50 per month?

Conversation is an art that takes practice, commitment and presence – it's like learning to dance.

Our job is to persuade organisations to let go of their old bicycle.

Bankers, use the skills you have to continue the journey and give customers something meaningful.

The most heartbreaking thing is our institutional inability to learn from what we learn.

Stay teachable. And in doing so stay humble.

Cross fences, walk on the grass till you find your tribe.

Ecosystems are buzzing living things for those who are part of them.

The reality of corporate innovation is that experimentation is encouraged on condition of infallibility.

Spend time finding the right time to bring the cynics and the pessimists onto your journey.

I want to tell you all about my day.

Maybe it’s time for the ultimate pivot.

The most meaningfully transformative thing I have seen in my life so far.

The do's and don'ts of selling to a bank.

It is truer than true! There is no one alive who is you-er than you!

Three tricks to make the industry veterans smile and give the youngsters a three-second head start.

Choosing to stay the course even when it’s not nice or easy, matters.

Banking is a tech business.

We use time as a yardstick. And yet we don't seem to value it.

Sponsorship is a double edged sword.

If decision makers want to learn, they should put in the effort. Or pass the controls to people who do.

Your influence is always, always a ticket to the ball where you will find like minded folks.

It's not about women or money. It's about what hiring and rewarding with integrity does for your business.

Here we are, talking about decentralised centralised networks. Madness?

The digital era is here and, with it, a generation that champions creative forces and conversational integrity.