Unlocking Innovation Through Emerging Technologies

Welcome to the unDavos Summit - A community-organized series of interactive panels, talks, and networking taking place in Davos, Switzerland - and online - in parallel to the World Economic Forum’s Annual Meeting 20-24 Jan 2025. Our mission is threefold: 
• Democratizing Davos: We open the doors to diverse voices and ideas, breaking down traditional barriers to participation. 
• Humanizing Davos: We foster genuine, relationship-driven connections that go beyond transactional networking. 
• Bringing Action to Davos: We turn meaningful discussions into tangible, real-world solutions.

Join us for the enlightening panel discussion titled "Unlocking Innovation Through Emerging Technologies" as we navigate the evolving landscape shaped by artificial intelligence. This session is vital for understanding how organizations can redefine their innovation processes and leadership in the Intelligent Age. Discover practical strategies from industry leaders on how to identify, leverage, and implement emerging technologies to maintain a competitive edge.

Featuring an exceptional lineup of speakers:

• Mike Butcher, Editor-at-large at TechCrunch and a pivotal figure in European technology journalism, will moderate the conversation.
  
  
• Raquel Navarro, Global Insight Manager at Roche, renowned for her expertise in strategic analytics and decision-making.
  
  
• Dr. Ivan Terekhov, Director of Research & Intelligence at Lufthansa Innovation Hub, a seasoned leader with extensive experience in aviation and technology assessment.
  
  
• Kate Ohbaidze, Customer Excellence Manager at Sunrise GmbH, who specializes in AI-driven transformation projects and enhancing customer experiences.
  
  
• Kiki Del Valle, Division President for North LAC at Mastercard, recognized for her strategic leadership and commitment to consumer-centric business models.
  
  

Don't miss out on this opportunity to gain actionable insights into driving innovation amidst rapid technological advancements.

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Transcript

Unlocking Innovation Through Emerging Technologies - YouTube
https://www.youtube.com/watch?v=IlH7nkL9DSo

Transcript:
(00:01) [Music] good afternoon everybody we want to try and be on time although I learned this week being on time in Duos is almost impossible um we did an event on Monday and some people came one hour late and there was no way you could uh avoid it because Logistics are just difficult so we are happy that you were here so you made it and that means you are passionate for the topic are you passionate for the topic fantastic here we go oh Fe the energy you know that we have hard competition next door you know is deep choa so um energy wise I think we are
(00:49) more in the upper scale why maybe now they are in deep mental meditation mode doesn't matter we can be loud we can be loud all right so so I want to welcome you we will spend time together we have two groups of amazing participants here on the panel and um we have two parts first part is and we talk only about Innovation right so this is the the this strength I think actually from my perspective probably the most important thing we need right now on the planet we need to innovate many things not only um products but you know
(01:23) there's many things we change uh but I think um as you know coming from Germany I'm very passionate about innovation and that we we know how relevant it is that you always keep innovating right if you stop you're actually out of business very soon so we start with the first panel and we look at Solutions um that actually in you know what what Technical Solutions enable Innovation an innovation process and we invited those experts here um and in the second round we look at business models and we also want to talk a little bit about AI
(01:56) although I heard many people like to avoid AI because there too ai ai I I you cannot even talk about it's everywhere so we want want to see what we can do there but I think the topic itself is Brad and interesting so what we do quick is that um we have those fantastic um people here and everybody quickly says name function and then company so that you know whom to talk to because we want to invite you as well to ask questions right okay so Kiki you want to start wait a second have to up yes hi uh Kiki I am a president for North Latin America
(02:39) for MasterCard um basically the region covers my my specific division covers for Mexico Central America and the Caribbean hello k b I work for one of the best Telos at sunrise at in Switzerland sunrise and uh I lead the transformation projects um and the customer Excellence projects my name is Raquel Navaro I work at rush and most of you will associate that with the pharmaceutical and that's absolutely true but actually I do work in the division that works on the Diagnostics and specifically on the rush Information Systems which are all the
(03:19) decentralized um in the lab and outside the lab uh technologies that we put in the hands of our doctors and our patients um to help with their lives thank you hello my name is Ian I'm from luans Innovation Hub I'm director for strategic intelligence and uh what we do in with my team is we try to enable to understand what's happening within the ecosystem what the trends and Technologies are there and bring them uh to the company with understanding how we can use it to bring this innovative ideas into life and solve some
(03:51) challenges in the company thank you so I start with a easy question for you I would like to know what role does innovation play in your organization because as I said some product driven companies do Innovation on the product side with somebody like you and M would say oh interesting so what how do you implement Innovation across the group and what do you do there yeah so my role within the organization and of course I'm much more closer to the market right I mean so my role is specifically more on how we execute on the on the
(04:23) Innovation and really drive that localization component that customized component um into the fold so for for us and MasterCard we're very much focused in driving inclusive um inclusive growth it is about how do we get access to financial services for everybody across the entire planet that is fundamentally for us it is not philanthropy it is just the way that we do business right we benefit as an ecosystem economies as a whole benefit as an ecosystem from greater formality and then from being able to to bring more people into uh
(04:56) into uh the financial into the financial Journey so we do have to be extremely Innovative when it comes to addressing those custom needs um for products to be able to scale because as a company we actually have a mandate that if it doesn't scale it doesn't matter right so majority of the products and the expectation from consumers is that irrespective of whether you are in Mexico or you are in Switzerland that MasterCard needs to work so there's fundamentals that we keep but then innovating within that to meet basic and
(05:28) and local needs is is um is uh extremely important for us and maybe structurally how do you do that do you have like a central Innovation Hub like Lans of for examp you know has a team dedicated or do you do this by country because of the specifics or how do you how do you organize that so as an organization we have a full product team um we work in a collaborative manner um so many ways in many ways we bring more people into uh to work with MasterCard we do it programmatic in that we actually have different uh programs around the globe
(06:01) one of them for example being MasterCard star path that's a global program in which we work with fintex for example we work with startups those fex and startups I mean many of them are actually could be from my market so pushing them in through that program in a way that it's aligned with products Global our Global products organization um questioning the scale component but also the applicability to the market and then so that's one way that we do it we also invest in many fexs just based on coming from this program so it serves as
(06:34) a way to drive Innovation it also serves as a way for us to continue to push the limits uh within the company we have a full uh group within the product organization that is U led by a chief Innovation officer and that there's um task forces that are built so we bring those needs into that team and then we do buildups um um prototypes directly with that group by actually deploying them into the markets to see what is actually needed it also helps serve to bring the scalability component because a solution that may actually work for
(07:08) Indonesia could be the same solution that that can work for Mexico for example okay cool thank you so much for that Insight Kate tell us a little bit about Telos everybody knows Telos especially when they don't work of course Sunrise always works that's a great thing so how do you you know work with Innovation at Sunrise yes I totally agree because I'm sure everyone is using phones here right and you all have SIM cards and everyone has internet so we all know exactly what Telco is and now at Sunrise we either innovate or die
(07:40) there is nothing else because the competition is extremely high and I'm sure those of you who live in Switzerland you know who our competitors are but uh we have uh won not even once the um outstanding Mark for our internet and connectivity and it's not like I'm making advertisement here back to Innovation so um we do have Innovation Hub actually too and uh we invite our clients to see that that's an extremely exciting uh lab where you can see all the emerging technologies that we adopt and how we actually uh incorporate that
(08:17) U at work at the same time we absolutely believe that there is no innovation if our employees do not innovate and that is only possible if we let them take the mundane tasks and delegate to our favorite AI agents right and all the helpful Technologies out there and uh we even recently had this uh success story with Microsoft where we um implemented the co-pilot and uh this this is really a wonderful use case because I personally am a huge fan of that technology does anyone use co-pilot here yes because it really helps you recap
(08:59) the meetings we don't have to be in those mundane meetings really it takes away from that mental capacity and then we um really can uh re it we use it for emails writing emails and everyday um work because we know it's the basis for our communication and then of course it helps us create a lot of documents so Innovation is only there when we are able to take away the mundane tasks so you innovate as well in your actual process like in internal processes as well absolutely yes so interesting um Raquel um you work for one of the
(09:36) largest life science companies on the planet you put immense amount of money into you know finding new drugs that can help us as human beings to you know extend our life or cure us um so I would guess that probably Innovation is at the core of what rush does so yeah please share a little bit what do you do yeah absolutely I mean we there do something Innovative or we're not we don't do it because we're not in the businesses of faster cheaper uh cheaper genetics or things like that so but also I would like to bring light um not only to um so
(10:12) we do Innovative course in life science so we do obviously have an R&D uh um Department that kind of like a lot of medical knowledge and they are doing all this Innovation but um I will say that the way we embedded in the company is to um basically all our services and remember I'm more on the digital Health Service and the Diagnostics and we know Diagnostics in in on a revolution now uh we were chatting before with some people and uh everybody does did the hor testing during covid right so there is no question now about the centralized
(10:45) testing and home testing and outside the lab so we we know all of that so um that requires both uh um biotechnology but also require uh shift of mindset and a collaboration mindset so what we are doing is within the business units uh we had a 360 view in order to innovate in digital Health we have to yes or yes that take into account the entire ecosystem so you need to talk to patients you need to understand how they are what is their uny in their homes what is their uny when they go to see the primary care doctor you need to talk
(11:24) to the primary care doctor you need to talk to the secondary care doctor and you need to integrate all that knowledge and as we love to call it we fall in love with the problem that we are solving and that is how the business unit um do not kind of like have a lab generating kind of like new idea of services for the digital par main but it's more about um all the services actually they're Innovative uh also we're lucky that the the digital health is by definition uh a new kind of like area we will dig deeper a little bit
(11:57) later um Ian um flying through the air Lanza Lanza Innovation Hub so tell us what he do because he would say it's a product not changing really we enter the plane we fly with land so we are doing this every I don't know every week some people um what are you looking at for Lanza good question thank you so for Lanza important to understand there is Lanza group and there is Luan Airline so Airline is basically the airline you're flying with Luan group you uh and many many different companies portfolio of more than 30 companies from
(12:35) about nine Airlines but also some other businesses like ctan Technic who do some renovation or maintenance of the aircrafts and all other different companies included there as well uh when we talk about the Lan Innovation Hub we have to keep in mind that it's all about digital Innovations why it's so because if we want to do something kind of physical Innovations or within the airline business it's very long in time so we will not see the immediate impacts um with Innovation Hub we want to bring this Innovations much closer and much uh
(13:08) to the customers and to the business and much faster so we want to have an opportunity to do something fail fast and do something new again um in yes I mean fail fast culture it's very important for us as well because then we can test many different things and try to see what we can it's the opposite of flying right I don't want lons well I mean to show me how to Fair fast of course have SE we don't T it's a separate company for that that's good yeah okay but but but but tell us you you look at startups as well like you do as well right you so
(13:39) you look for Innovation outside you innovate inside the company as well and you do forecasting as right yes uh just a couple of words about that so livan Innovation Hub contains like three main capabilities first one is to understand the ecosystem Trends uh Technologies what's happening right now what other the startups started to appear so we monitor a lot of them like more than 5,000 different startups and media and we use all different Tools in order to do so and then we understand the ecosystem what's next in travel right
(14:08) because we want to accelerate the next and travel with our capabilities and the next capability is actually the team who does venture building so they create uh they realize these ideas then create new businesses and then we see how how we can Implement them in the in the group in the company so how we can make the travel experience better and as well to bring them to the market and is this an offering because I saw you know there's different different types of how to organize this you can have a hub and then Hub presents to all group companies
(14:40) and then Group Company can say interesting I try or they say interesting I don't try so they don't take it right you can present it because I think every organization is very different and there's there's actually I think there's no need to take your ideas right so producing 100 ideas and maybe five make it or is that yeah yeah I mean that that's right I mean we um uh the ideas come from different sources right so they come one side from ecosystem we understand the trends and see okay that's something really hot in travel so well we need to
(15:10) realize otherwise compet competitor will take it and they will be better that's one thing another thing is the big source of IDs information is actually comes from the group when the guy is saying like look I mean there is something is happening I don't know inary team we don't really know what to do we're trying to sell some stuff but it doesn't really work or we want to uh optimize the waste of food on board like and we don't know really what to do and then we collaborate with them we try to bring this ideas to life many times it
(15:39) doesn't really work because we see okay the business doesn't really will work with this idea but we iterate iterate iterate and then at the end of the day something will come up and we integrate this into the business units and if not so but still successful we can throw it to the market and you you actually support the transformationist right you told me yes uh I haven't finished yet we have another ability which actually supports group with the different workshops on actually how to be more agile how to embrace Innovation how to
(16:05) embrace the [Music] change hello embrace the change we are finishing aren't time okay oh wow we are we are good oh no it's on the laptop it's on the laptop yeah somebody on the laptop is calling should we take the call trying to figure it out there you go first time I had this that's an Innovative approach right too so everybody's wake wake woken up now if you slept you're now you know woken up now yeah AI did it test you know right disrupting our 45 minutes right that's a very Innovative approach but you were just mentioning that you are supporting
(16:53) the group on transformation right so because I would like to go back now and say um depending on the size of the company and depending on the age of the company we see very different degrees of adoption of an innovation mindset and digital mindset you know I come from Germany who have a hard time so you know we struggle to organize you know a meeting in your city it takes like four months to get a city meeting because they print things they have exit charts and stuff like that and you can call so so we really struggle um so I would like
(17:28) to understand and or maybe you know it's sham rules here nobody knows about it where do you see your company right now when it comes to the adaptability rate you know and you know I worked with Singularity for a long time we always said it's not about IQ right remember because they everybody they are very intelligent people all of them right still intelligent people can take very bad decisions right remember remember Leeman Brothers very smart people taking very bad decisions so it's all about about AQ right it's about adaptability
(18:02) quotient how much is an organization able to adapt in a new environment how quick can you turn an organization and what is needed from the leadership side we will ask those people here as well to do it because of course the bigger you are the harder it is and especially when you have a legacy it's hard and coming back to Lanza Lanza is a legacy company you work with probably 150,000 different it systems then you know yeah then you integrate 10 10 more Airlines A total nightmare for everybody working on this
(18:35) so so your day-to-day work is hard already so how do you convince people in the organization to still innovate and and join you and join you on their Journey share a little bit if you can I I think yes I can um well the very simple thing you have to get a sponsor from executive board someone who is actually into Innovations and understand that a new things it's important to bring to the company um and we were able to convince people on the board that Innovation is important so and how we did this we just simply were annoying people who are
(19:09) going to group we were going to all these bigger meetings and talking and talking and talking about this the problem is the executive board is changing so we have to do it again and again all the time so the last change happened this summer um but I think um it's all smart people like on on all the levels in the comp companies and they understand that Innovation is important and if you ask kenor who is the CEO of fanza group he definitely will tell yeah Innovation is super important we have to have Innovations but for him it's like
(19:39) immediate results is more important than hypothetical Innovation and the world Innovation sometimes is getting toxic for you want to comment on that yeah if I if I can add to that so because we as an organization are a pretty big organization so when I to give you guys an idea today MasterCard works with about 26,000 um ISS wor Banks we have about 150 million Merchants that's what they accept Mastercard um we have about thousands of products uh that we as an organization have about 143 billion transactions that run through our
(20:12) Network every single year that's the size of MasterCard and how many employees do you have we have 32,000 employees that's small it's small to what people actually think about when they think of the power and the scope and the brand that MasterCard actually has the way that we approach innov is first of all you need a culture that actually drives that Innovation you need to allow the people to be able to raise um pain points consumer needs um everything from the local level which is where I where I sit um predominantly but
(20:43) I've also been in global roles I've been in product roles I've been in I've been with a company for 17 years so been walk you know moving around and always with a focus on digital that's my expertise so when you think about what it does innovation need to drive on on the company side for us it's very clear it's how do we make payments simple how do we actually make payments smarter and how do we actually drive payments in a way that is they secure those are the three principles that so long as Innovation is
(21:10) framed within that mindset then we believe we can actually push things forward and then also how do you actually once you have the culture then how do you actually drive those ideas into action we have a master what we call the studio process a studio has four faces it is brought into the Innovation group it starts with a concept and I ation of design that moves then into phase two which is much more about is there a business case for this by then you're not even in Pilot mode poc's Pilots go in phase three and then
(21:40) the go to market is phase four once we've actually made the decision is this scalable that is the most important critical decision that we have at the end of that Journey we kill the program if it doesn't work at any single one of those uh of those stages right fa fail fast actually very exactly to your point around failing fast you need to actually establish a way to and criteria to be able to throw an idea away I see so that's a little bit but you need to buy in from Top management you have that anywhere right you do and you have it in
(22:11) that in in each of those stages yes right because how is it that that it has to be it has to be business relevant so is that take this Oney up um oh no it's coming up so it's going to say you have to be business relevant and then yes we do have a prod life cycle similar to kind of what you're saying and and for me the way to make business relevant is that you have to be solving a clear um business question at the same time that you are listening to what is the need in the market because especially For Us in in health it has to really be solving a
(22:51) clear customer need scps or patients they really we really need to be solving that so when we put this much between the Clear customer need and the a business relevant is is how we how we did it and really it's that the Business Leaders see that as their own way of doing things so there is no someone doing Innovation and then I bring this project or I don't bring this project my project have to be done in an Innovative way or it doesn't get done yeah so you don't have an innovation division per se right you don't have that I mean we have
(23:24) obviously can of the A&D Department as I mentioned it's not with but in terms of the especially for the digital uh Health projects they are embedded I mean all our projects are run in an Innovative way because it's digital so everything that is digital as we know it runs differently that from the house hardware part yeah because of course an R&D it's a different thing because you're producing drugs like that's a complete so one thing is is the the Laboratories where you are kind of like investigating on the drugs but when it comes to the
(23:52) services to the our customers uh it is embedded in the business units I would just like to to build on what my colleagues have said and um definitely the digital mindset that you mentioned and uh usually they say that the 30% of the effort is okay the technological part but then the 70% is actually the organizational change and how we Implement that and um yes you you have mentioned that absolutely correctly um we believe there are at least two imperatives that is the learning mindset like how we actually educate our
(24:26) employees how do we let them know how they can innovate like what is so Innovation is basically a change right and um then um I have a background in change management and I actually can absolutely uh relate to the problem of executive team changing and so this is a good point like find a sponsor on the executive team but then do not get frustrated when it changes because we for example also I I work with B2B customers and we've also gone through reor which we go through very often and then you know the new team they're
(25:00) actually quite enthusiastic and excited and they're happy to embrace those changes so actually I would say just take that moment and just keep the momentum and let them know like Feit them with your idea with that Innovative idea that was already kind of pre-agreed on with the previous team so yes so actually what you do actually you're the you're the you're the best internal case for changing right in the organization I don't know I'm not sure if many organizations actually know that because because they could actually go to you
(25:29) they don't need to you know hire ex you know external change managers because you are doing this you know on a daily base right and as you say it's a mindset that of course you know there's a lot of smart people if you you know read um magazines that cover you know uh Business review and ET they say that you know the only companies in the future that you know Will Survive and Thrive will be the ones who will be adapting you know an innovation mindset because there is just no end right because you know that you always have to innovate
(26:01) right so um from your P individual perspectives and your from your maybe self assessment of who you are and whom you became what do you think is is needed if you would say I'm going to expand my team like what people do you look for and what what type of leadership skills do you need in an organization to build that mindset that I will say I will start with kind of like ourselves being adaptable so we want the organization to be adaptable so we have to be role models of what we want the organization to become so I
(26:40) will say adapting because markets are kind of clearly changing I will say being a learning example so I fight every day to kind of like because I want my organization to be a learning organization so um then I want to I have to be a learning organization and I have to be listen listening in really deeply both outside and inside so uh be humble to to listen to that so you embody that and then the organization will uh will tile down I like that a lot um and before you yet um I was working with the organization I don't tell you the name
(27:19) right big automotive company in Germany and I had the HR team telling me that they have people in executive management that explicitly say they don't need to learn anything anymore because they know foron they member of the executive board and that was getting a also so that was really shocking right it was interesting and it was serious it was not a joke right so um if you describe ra what you say is great how far at Raj would you say is that understanding going because I would say that probably also you have
(27:49) people in the organization who really don't like change like um and they have a hard time and you have to convince them um well that of course I cannot talk for every single individual but what I will say especially again in this digital Health uh area where where I work um we are in a disruptive shift we are moving Health Care is moving with not going to mention AI well I did okay fine but like we have you know a lot of new disruptive technologies that are happening and either we adapt it like it was mentioned before or someone will do
(28:23) it before us so because we are in the mid middle of a dtive shift um we had no other choice and I think it's understood in the company that either we learn fast and by learn is sometimes failing or or we going to be relevant um we may be selling Dr or we're not really going to be relevant and the ecosystem you want to comment on that so I I very much appreciate people with a lot of curiosity so I always ask even when I'm interviewing I always ask like well what's your passion just tell me what are you passionate about cuz
(28:58) usually it can tell me a lot about the person's interest beyond their work and if they tell me well I just I'm just so dedicated and I just you know I go to work and that's that's kind of like what I look forward to it's like well you're not curious enough so I think there's curiosity for me to your point is really around learning it's really around what what guides you what actually what interests you what sort of like are you thinking about the future are you looking and reading about new things so I think that's that's always for me a
(29:28) very a very good metric on on curiosity but I also I also I'm also very um cautious about thinking that the only people that we need to bring into the organization are actually Innovative people or or people that fit into a single mindset because then you don't get the diversity that you actually need so we still need to figure out a way to have that balance um otherwise if it's only people that are going to be change agents and transformative agents then you may actually end up with a chaos in your in your organization so you want a
(29:59) balance between the two but you do want people that are challenging the status quo that are bringing new ideas that are finding those ideas in many different ways to to advance and to obviously um adjust to uh to the what is whatever is happening yeah and you need a culture as well right the culture has to allow that to happen right how do you do it at Sunrise like where are you on the you know the Innovation adaptation learning curiosity level well uh you know I'm biased right if you if you ask me at the same time if we talk about innovation in
(30:34) general sunrise doesn't jump immediately into Trends right so we apply more structured approach more evaluation is given to that sometimes even we're fine watching how others are doing it and then um adopting it as well but um as like to the question like what I would say like who would I uh hire for the team I would probably put on the table something we already all know and heard of uh that is growth mindset and um I was recently reminded by it the other day I was listening to this interview with um um SAA Nella the CEO of
(31:14) Microsoft totally recommend the latest one on YouTube and he was telling about his story and that when he read this book by Carol dwac he was so impressed he made pretty much everyone read that book because the idea there is that our m Stakes do not Define us it is okay to fail fast so we we have to experiment so so that kind of thing we can call different ways but in general that's the umbrella term of this gross mindset yeah so iant how do you do it and uh how do you convince your colleagues at Lanza group how big is the
(31:47) group in total how many thousands the group like everybody Innovation uh Lanza group it's more than 100,000 people yeah uh Innovation Hub 60 people 60 okay that's a big jop yeah well you know we have to optimize our activities um so what is your experience because you know I also would like of course everybody to be open and say what are challenges right because it's not always you know great and I've been in this space for so long I see so many frustrated people so some things don't work and it's okay because you then have to find maybe a
(32:19) different approach like what is your experience right now so far I mean it's actually been crazy experience I mean personally I will say about my myself because I actually started my career like long time ago in aviation in Academia so I was working in German AOS Space Center for like eight years uh and um if you know Academia is very very slow I mean projects takes like three years uh you like don't rush yourself you do what what is interesting and just cover your interest but the things um then I had experienced a couple of
(32:49) startups but then I joined Innovation Hub which when I joined there for in the first League wi was thinking oh my God what a crazy place I mean it's just like why the Russian so why is try level is so high but then actually I I like realized and now I it's great learning so this entrepreneurial spirit I mean the spirit of like I want to do this I mean the motivation like of people to deliver something new and implement this and see the results it was so strong I mean people driving their own um ideas from the end to end
(33:20) and it's amazing I mean I also I I learned a lot like also driving the team and uh building the team there um but the culture Innovation Hub is actually to get very passionate people uh we don't really have many people connected to Aviation I think out of the 60 people maybe 10 people have some experience in aviation itself because we're taking people who are having ideas they're very passionate about the ideas they want to change the industry they want to change the things people like work in the industry in this Legacy industry like we
(33:50) are um which is which is great and I think it's great for Hub level I mean it's shouldn't be like this everywhere it's you said it should be like very healthy balance because if 100,000 people like this it's going to be a mess it's nothing I think they're not so many you will not find them anyway yeah and that's another thing it's very hard to find talents yes I mean we we're international team also because it's very hard to find like talents locally so we're hiring a lot of people outside okay that's exciting um actually our
(34:22) topic here was as well that we talk about like real tools right so I think we didn't really touch the topic on On Tools does anybody want to contribute on this like do you do you actually for your Innovation processes are they actually real tools you're using or processes I mean you know there's a lot of methods of course like design thinking whatever is there any real Tech tools that you use or you test you do Raquel you want to share a little bit sure I know that lot sorry uh sure so I mean I will but but again I will say up
(34:53) front is all about I talk about adaptation so it's not always is one side fits all for every single problem I think overall and I mentioned it before is understanding the problem you are solving and know whatever tool fits into that so and that so making sure you're solving the right problem and that you're solving it right but I can mention a few examples obviously we use a lot L Innovation so uh but I'm sure everybody is kind of like quite familiar here we have not invented you share a little bit more for the audience I like it but
(35:24) basically we put together the business language of the business model so where you use the business the L business model campas as a um as the compass for a lot of decision making in the business and um and then we uh apply all the understanding what is the biggest risk that they need to do the risk so um applying that kind of like a very recursive fast learning way uh even from the beginning as you mentioning from the very uh uh early front the stages of the aviation and understanding the problem you maybe the risking the problem or
(35:56) you're the risking more on the revenue stream or the channels or whatever you you need to to do so you you kind of get the business language of a but you get also the um a language that is uh follows a lot of the same thinking and follows a lot of understanding on the problem and then the customer that that you are doing that that's one of them but again we're constantly experimenting we're using a lot of um different tools and also to get the insights so we're also getting very experimental about how we get the Insight from our customer you
(36:29) want to add to that yeah I was going to say I think for us it's less about the tool it's more about the approaches and the Frameworks that we're using so I mean I talked about studio for example that this is kind of like how we measure progress in terms of the ideation and everything we also have um we also have for example because we work when we work with so many banks one of the things that we do is what we call digital Safari a digital Safari is basically the idea that I'm bringing a bank from Chile to um the United States to actually talk
(36:59) about and bring experts on AI on economic Trends on anything so to spark new ideas and so that's that's a different framework just getting people out so there's different intent for why we're actually doing that um we have launch pads which is a 48 hour 48 hour like um um full ideation process that we do with our customers so it's a a full cooporation um um approach in which by the end of the 48 hours there's already a prototype and by the end of the week there's already going to be almost like an application or an API or a something
(37:36) that will be tangible so that that customer can take to their senior leadership and say like look this is basically the idea that we were thinking you know in a visual way so you know for us it's much more about establishing those Frameworks or different approaches so that we can collectively with our customers be able to push that Innovation that we want and it's an iterative process right you do it over again over again and you learn and get better etc etc great questions because we wanted to use the last minutes for
(38:05) questions starting over here please stand up speak out loud because you see we have not only four only three micros left uh with battery and I used to actually I set up the first ination I lot of right but I think the challeng of all so does anybody here everything is closed because you say reasons are budget cuts economic crisis think also
(39:14) right yeah so longer breath yeah patience de out starts Deion right you really okay so you you had no question then I thought you had a question no thank you for the comment then we hadeler a set I have to take you let's do it in
(40:24) the break because we have questions and people I hope let's hope but but if I can comment on that one it's actually it's actually a balance between the two because I can argue that we as MasterCard as an organization I've invested over the last eight years six years over8 billion dollar in cyber security from organizations that we have bought because we believe it actually helps accelerate that life cycle to bring new innovation into markets in the Cyber specifically in the cyber security space um you know with companies at
(40:53) scale like have been at scale the last last one being recorded future but we also work with fintex we also work with the startups you need to and we work obviously to promote the culture so it's it's a complex process um because you have to be accepting of the fact that things are changing and they're changing faster than ever before so you need to have a strategy that is looking at all of these different areas including what is your m&a strategy maybe just a very quick comment to this one yeah I mean if you imagine
(41:22) Ideal World we don't need Innovation hubs and labs and what other separate units you know it has to be like within the DNA of the company like in the way like startups yeah startups doesn't have an innovation unit there so that's probably where everything goes ibe the question also is do you also see what you describe as more budget cuts on Innovation or Labs I mean I'm you know I'm in the living on the city of labs in Germany in Berlin and and Berlin became the Hub of corporate Labs right so everybody who wanted to be Innovative
(41:55) said oh H you do Innovation yeah yeah we just opened a lap in Berlin oh wow wow really you do a lap and then the CEO goes there you know changes shoes to sport shoes takes off the you know you know you know the t-shirt and then he does interviews in the in the Innovation Hub in Berlin right and of course everybody in the headquarter says hopefully they never come to headquarter right they should all stay Berlin but never come here because we don't want that culture um I just would like to say one thing is that there is no Silver
(42:26) Bullet here right right so as been said so there is on one hand then you can kind of like create capabilities so you have a learning capabilities programs but then you also kind of helping the business unit you also have external Innovations I think we need to have the all what what do we need to pick on build yes we need all that's right that's right so more questions in the back I want to talk about any of you individual or your corporations think as Corporation as a platform enabling others build on top of
(43:05) it because when we are talking that they are not economically viable because your businesses are not dependent on them but thinking as a platform like Microsoft or do really we do so we have a we have a full developer um we have a full developer program a full developer um you know access platform that anybody can actually access there's specific products in there that are that are available including for example tokenization so tokenization is a technology that Apple pay Google pay and everybody uses to enable mobile payments
(43:42) on a mobile device okay so we don't once we have that connectivity into Apple we don't I'm not going out and and and really pushing all of that with every single stakeholder in my ecosystem there's many different providers that do that so going through our developer program you can get access to that and that's just one example but that's in essence how we get to scale and how we solve for the scale I will say that our point of view is more about ecosystem point of view so we do have we uh when you bring a digital Health Solution to a hospital
(44:17) you really need to collaborate or or you're not going to be able you're not going to be able to have all the pieces and you have to collaborate with a lot of different software you need to change the workflow of the nurses sometimes or or the doctor so we do have an ecosystem point of view and in that sense we also have some uh solutions for examp for hospitals where we actually allow um third parties to kind of like also integrate uh their their Solutions but when we in general when we go to with these big digital Solutions we had an
(44:46) ecosystem view you have to be able to connect and complement thank you thank you one last question please marel actually work large corporates over the last years to help them innovate C processes and my main question at the moment okay we have this exposure work large corporates Etc my point right now is touching up on what he said actually is we need to try to like integrate more startups and and Foster collabora opportunities because I believe like it's it's a win-win situation 100% right and I've been speaking to a
(45:30) lot of people if I don't meet them in person it's a very tough conversation LinkedIn is always like you know behind screen and I know you can really have conv so do you feel like some people are beginning to be more open having these because of how much they understand that there's a for that justed that's why we do this event today now we have a good reason why for that now I think what you heard already from the panel here is that it depends right typically consultant stuff it depends so it depends and I think from
(46:08) outside what I see as well it is really depending on the on the product itself right it's a very different product the new casy is very different because it's very different if I do it for um you know the Telco provider or if I work with you know an ecosystem in in healthcare it's like very different or you you can be you're actually more or less like an open API company that you know is allowing everybody to plug in and test out stuff right very different and of course we don't want that with Lanza you know everybody you know starts
(46:39) you know messing around with your data so it's very different um and I think where we are and maybe this I can use this as well to close here because we're out of time um and you have to go um that um you know the potential the potential inside companies is of course with those gentlemen and ladies here um and it's it's probably really on depending on culture and the I would say it's in finally it's a leadership it's a leadership topic I'm I'm totally convinced it's the leadership issue if you if you don't have leadership and if
(47:12) you don't have an executive sponsor right on top level um it probably will not work right so H and maybe this is just the process right if people and companies don't understand it they will die that's the way it is companies always died if you look back in history 150 times there was you know after 50 years there were so many companies that we don't know that were very very big and they didn't make it they didn't make the next ass curve you know the innovators dilemma if you don't do it if you don't have the right mindset you
(47:43) will run out of business I was recently at an event and somebody said very scary that he thinks that Volkswagen Germany had a no moment now right and vong is very big we're talking about 650,000 employee so this is scaring not only Volkswagen but Germany right when you say that so we don't know and I think we're living in exciting times and you're at the Forefront of you know changing these things so thank you for coming thank you for sharing your insights and um I wish you all the best for your Innovation Journey thank you so
(48:17) much thank you for joining thank you thank you [Music]