Why do established banks create new entities rather than devoting resources to improving the existing organisation? What are the drivers that underpin that strategic decision? In the buy, partner, rent or create decision making tree, what are the benefits of starting from scratch?  

The decision clearly comes with some eye caching job titles (Ivan Mazzoleni, Cultural Energy Orchestrator at Flowe for example) but is so much more than just a name. As he notes, it reflects the focussed purpose and the creation of a culture that supports innovation. 

Anna Porra. European Strategy Director at Marqeta leads an important conversation about a particular pathway to change for incumbent financial institutions. Is this indeed the best of both worlds, as Ken Johnstone notes, being backed by a large incumbent but having the independence to innovate with a fresh tech stack? 

Michael Anyfantakis, now Chief Architect, Capital One but speaking to his experience of creating FIBR,   notes the extent to which existing infrastructure can impede strategic decisions to target particular customer groups. The ability to create a laser like focus on customer experience is reflected not just in the tech but all parts of the organisation. 

It is, however, an approach that comes with its own challenges. Anything to share about your own experience? Watch to full session and join the conversation.