# Business leaders in conversation

Data: 11-01-2025 21:51:02

## Lista de Vídeos

1. [James Finlay’s Managing Director, on dealing with change and managing entrepreneurship | LBS](https://www.youtube.com/watch?v=UrLlsJ6Qbf8)
2. [CO:CUBED: helping corporates and starts-ups gain collaborative growth | LBS](https://www.youtube.com/watch?v=ZJG0JSs7KUs)
3. [How YOLT brings your money together | London Business School](https://www.youtube.com/watch?v=mNb7pZWEnXs)
4. [Barclays: agility is key to better business outcomes | London Business School](https://www.youtube.com/watch?v=R7RxXrChoAQ)
5. [Stratforma founder on why execs need more thinking time | London Business School](https://www.youtube.com/watch?v=xdokOubouWI)
6. [Citi Ventures: tackling technological and regulatory challenges | London Business School](https://www.youtube.com/watch?v=1yPoOwfBXck)
7. [Amazon’s culture of innovation | London Business School](https://www.youtube.com/watch?v=GNjmCewxyo0)
8. [How Uber has disrupted the ridesharing industry | London Business School](https://www.youtube.com/watch?v=C4kFIT_Mb1Y)

## Transcrições

### James Finlay’s Managing Director, on dealing with change and managing entrepreneurship | LBS
URL: https://www.youtube.com/watch?v=UrLlsJ6Qbf8

Transcrição não disponível

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### CO:CUBED: helping corporates and starts-ups gain collaborative growth | LBS
URL: https://www.youtube.com/watch?v=ZJG0JSs7KUs

Transcrição não disponível

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### How YOLT brings your money together | London Business School
URL: https://www.youtube.com/watch?v=mNb7pZWEnXs

Transcrição não disponível

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### Barclays: agility is key to better business outcomes | London Business School
URL: https://www.youtube.com/watch?v=R7RxXrChoAQ

Transcrição não disponível

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### Stratforma founder on why execs need more thinking time | London Business School
URL: https://www.youtube.com/watch?v=xdokOubouWI

Transcrição não disponível

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### Citi Ventures: tackling technological and regulatory challenges | London Business School
URL: https://www.youtube.com/watch?v=1yPoOwfBXck

Idioma: en

I'd like to introduce Chris O'Brien who
works at Citibank Chris tell us a little
bit about what you do okay thanks Chris
O'Brien I worked for citi ventures based
out of London
thanks now you work for citi ventures
which is part of Citigroup which is one
of the biggest banks in the world like
all banks city is facing a whole bunch
of new technological challenges
political regulatory things going on
which make it very difficult to just
keep on doing business as usual you've
got a nagging worry that things are
going to to get difficult for you tell
us some of the different approaches city
uses as a way of tapping into some of
these new opportunities that are
emerging sure well I'll speak the two
that are close to city ventures so one
is we invest in startups external to
city both for purposes of financial
returns but also strategic again so
learning about what they're doing in the
marketplace finding areas where we can
work with them to to go to market or
develop new propositions for clients
together the second is an internal
program that I helped manage I call
Discoverer 10x where again we try to
take a startup or entrepreneurial
approach to developing new propositions
for the bank you know ultimately to
realize new growth opportunities for us
in those constraints so let's let's
focus in on Discoverer 10x which is this
unit that you're that you're part of the
idea there if I understood it correctly
is that a mid-level person with a with a
bright idea can approach you and say I'd
like to see if I can develop this idea a
little bit further can you tell us a
little bit about what the steps that
individual would go through to go from
just you know some sort of crazy idea
they've got in the back of their head to
something which might actually have
commercial value yes sure and to be
clear it could be any person right it
doesn't have to be it's ranking material
but if somebody has has an idea to solve
a client or a customer pain point and
particularly if that's a you know doing
so would be fairly disruptive or or you
know a massive improvement we relative
to what the next best option is for that
client or customer we we will
potentially work with them and though
hitch to the heads of like the relevant
business unit where that idea might sit
almost like Dragons Den or shark tank
depending on where you are in the world
and then we invested in in that person
in three ways one is they get a bit of
time to work on that idea which might
start is very minimal at first but then
progressed to so much more as the idea
becomes more real the second is we give
them a bit of money funding to work on
and develop that idea and maybe develop
prototypes talk to customers etc and the
third is we pair them up with a mentor
who is an entrepreneur and residents so
serial entrepreneurs people with with
fairly deep product management
experience in tech companies or people
who've been mentors at accelerators like
tech stars or 500 startups and they
coach the individuals through a process
that looks like a stage gated version of
the lean startup right so they just just
help us with the lean startup this is a
concept that came out of Silicon Valley
and it's a particular way of developing
startup ventures yes so about five years
ago a guy named Eric Ries came up with
this this concept of codifying startup
success in a way that looks sort of like
the scientific method right so rather
than spending lots of money to to build
something and then put it in the market
and find out that it doesn't work you
know we can make small experiments about
the problem set at hand or the solution
hypothesis and test those experiments
with clients or customers and iterate
off of them bigger and bigger and and
ultimately like testing our next
riskiest assumptions about what it is
we're doing to put them in the market
and so over a period of months this
individual this team of people would
work with the mentor they would develop
their idea start testing it out in very
very low-risk ways to see if that idea
has any sort of potential and then at
some point presumably there has to be a
decision to actually invest a
significant sum of money in that how
long would that process take and roughly
give us a sense of numbers roughly how
many ideas might be kind of kicked
around before you make one investment
well so the the investment is actually
stage gated as well
so at the beginning the investment is
about you know are you coming into the
to the program or not and then there
might be another investment decision
about you know how much money you know
it's what do you need to run that
experiment what do you need to build a
prototype and then go test it and if if
the needs and the plan kind of makes
sense then and all the validation about
the idea so far it looks promising then
there'll be another small no tranche of
funding eventually when we go live you
know we're just scaling up that
investment a bit more but there's also a
huge investment and effort you know in
our in our industry too and typically
you're talking about ten more ideas two
one go live business venture I mean
something of that order of magnitude
yeah and we're going to specifics on the
numbers but but there's a like like many
other you know venturing activities
there's a funnel almost where the wide
end is things that come in as
origination or new ideas and out the the
very narrow end or are things that make
it through so yeah I mean we I just get
killed off ideas just thought we
invalidate a lot and we also want to
celebrate those those invalidations so
when we when we learned that something
doesn't work you know we want to we want
to hold that up for the rest of the bank
as both a client or customer learning
and also an example of what you know
what this idea of leaning books should
look like and I realize you only be
going for a couple of years so it may be
too soon to say but you know the
endpoint is a a business which obviously
brings in its own revenues and it has
its own activities its own identity is
the idea that these will then be spun
out a separate unit separate companies
or will they become sort of part of the
city system it's it's totally dependent
on what the business and the idea or the
new product is it could be it could be a
product very closely related to products
that we have but you know no new and
disruptive way and you know very likely
that you know that would just stay with
us and as you say depending on the
strategic fit it may or may not stay as
part of City last question and this is
something we talked about before we
started
the risk with many of these venturing
type units is that you you make these
small investments and you even create a
few small businesses which is successful
but you know city being billions of
dollars in revenues or profits that then
it's going to make no difference city is
such a huge company that even a few
moderately successful startups won't
matter how do how do you think about
that and what is the sort of strategic
value of these types of little startups
yes so you you know hopefully we put
products into the market and many become
successful and and we know someone in in
the same way that you know most VCS work
that said the other the other benefit to
city with this program is that we're
essentially creating a generation of
entrepreneurs within the bank and even
when they invalidate their ideas and
they go back to their day jobs and and
you know take that experience with them
they're bringing you know probably some
of the most valuable experience someone
can get which is entrepreneurial
experience into how they work in their
everyday business and that that is
hopefully you going to give like that
business unit or product line a real
competitive edge in terms of in terms of
their culture and their employees so
this is sort of a culture change part to
this program which as you said if you
get hundreds and hundreds of people that
is actually enough to have an impact and
presumably there's also a kind of a an
insight piece which is to say as some of
these emerging technologies take off and
City at the top starts to say this is
narrow we've got to go into in a big way
you've actually developed some
competences along the way as well I
assume that's a big part of the story as
well yeah absolutely so learning how to
work in a more agile way learning how to
work in in the way that many of the
startups who are you know coming after
the big banks value chains and even
learning to work with those startups is
is massively important to us good thank
you very much
you

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### Amazon’s culture of innovation | London Business School
URL: https://www.youtube.com/watch?v=GNjmCewxyo0

Transcrição não disponível

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### How Uber has disrupted the ridesharing industry | London Business School
URL: https://www.youtube.com/watch?v=C4kFIT_Mb1Y

Transcrição não disponível

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