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2019 CEO Retreat Education

 

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Education Sessions

 

The BISA 2019 CEO Retreat is designed for top CEOs of financial institutions in the bank insurance and securities industry. Attendees of the CEO Retreat will experience abundant time for networking and peer-learning in an interactive and academic environment. The event is the premier financial services industry event providing high-value information, education and exclusive networking opportunities to select industry CEOs. 

Please click here to access required pre-work assignments for those that register for the classroom. Please complete the brief survey and read the article as they are mandatory in order to get the most out of your academic experience: 

Organizational Culture Survey (10-minute Survey) Extended Deadline: Monday, April 8
 Read Article: How Bank Can Keep Up With Digital Disruptors

 
Industry Presentation

Thursday, April 25

8:25 AM–8:55 AM

 

Why We Must Up Our Game!

Based on the evolution of the financial services industry our reps will become either “Trusted Advisors” or “Afterthoughts”. You’re a Trusted Advisor only if you’re managing the majority of your clients investable assets.

Our channel is in a race with other channels to gather assets and monetize them. The best way to gather assets is to be able to effectively serve as many client needs as possible. How do you do this in an industry becoming more and more commoditized?

What is your differentiator, your value proposition, your unique client experience?

 

Read more on this topic in BISA Portfolio.

 

Scott Stathis

Managing Partner

Stathis Partners, LLC

 

 

 

 

 
Executive Negotiations Workshop

Thursday, April 25

9:00 AM–12:30 PM

 

This session will teach participants a systematic process for approaching both business and personal negotiations. It features hands-on exercises and lets the participants experiment with new approaches and negotiate with various partners without risking money or internal credibility. Particular emphasis is put on improving each participant’s negotiation strategy and personal negotiation style. The lessons learned can be applied to both internal negotiations within an organization and external negotiations with outside businesses.

 

Eric Max, Esq

Lecturer

The Wharton School of Business at the University of Pennsylvania 

  

Eric Max, Esq. is a Lecturer at the Wharton School at the University of Pennsylvania where he teaches negotiation and mediation to both MBA and law students.  Mr. Max also provides negotiation training to hundreds of industry executives and lawyers from around the world as part of Wharton’s Executive Education Program.  Prior to teaching at Wharton Mr. Max was an adjunct professor at NYU Law School where he taught mediation.

In his previous capacity as Director of the NJ Office of Dispute Settlement (1988-2017) Mr. Max trained hundreds of judges, lawyers and state managers in negotiation and mediation.  Groups trained include: NJ Superior Court Judges; NJ Administrative Law Judges; NJ Office of the Attorney General; NJ Federal Court Law Clerks; Lawyers on the NJ State Court Mediation Roster; NJ Department of Environmental Protection; and NJ Affirmative Action/EEO officers.

In addition, Mr. Max has served as a court-appointed mediator in over 1,000 cases involving claims in excess of $1 billion.  These cases have involved all types of civil litigation including: employment, contract, insurance coverage, environmental clean-up, personal injury, construction, health care, product liability, civil rights, discrimination, malpractice, OPRA and foreclosure.  Mr. Max received the CPR National Award for Outstanding Practical Achievement in Dispute Resolution for his work mediating significant cases for the courts.  

 

Organizational Culture

Thursday, April 25
1:30 PM–5:30 PM

 

Organizational culture is the set of underlying assumptions and values that typify an organization, an “unwritten code” which helps employees know how to interact at work, and can have external influence in how a company is perceived by its constituencies. Organizational culture filters the way employees see their organizational world and thus is an important driver in employee performance, commitment and attitudes toward the workplace. Managing one’s organizational culture effectively is a critical tool for successful management and leadership. In this session, participants will delve into the nature of organizational culture; how it operates; what it consists of; how they can recognize what the organizational culture is in their unit or organization; the role of organizational artifacts, symbolism and leader behavior; the importance of fit between an employee and an organization's culture; elements of strong cultures; drawbacks to strong cultures; the influence of subcultures in organizations; the role of selection and socialization in spreading organizational culture; and a discussion of the positive performance outcomes that can come from a strong culture. This is done through a combination of small group exercises, discussion, video case, and cutting edge research and theory via lecture.

An important option for customization of this session is having participants in the session (and as many members of their workplace as desired) complete a 10-minute organizational culture assessment prior to the session. This data is then analyzed, showing the current status of the organization’s culture. Analysis of differing cultures across sub-groups, such as business unit, tenure, function is conducted per the desire of the organization. In addition, the results are benchmarked against a large sample of employees (corporations) who have also taken the survey. This organizational culture assessment serves as an engaging way for participants to gain a deeper understanding of both the session material and their own organizational culture. Also, organizations have found that it can help to provide the basis of understanding and assessing not only the current culture of the organization, but can also offer insight into what and how to change within the current culture to achieve certain culture changes necessary for addressing and achieving defined organization goals.

 

Sigal Barsade

Joseph Frank Bernstein Professor

The Wharton School of Business at the University of Pennsylvania

   

Sigal Barsade is the Joseph Frank Bernstein Professor of Management at the Wharton School of Business, University of Pennsylvania where she has been on the faculty since 2003, and prior to that was a faculty member at Yale University for 10 years. Dr. Barsade has been engaged as a speaker or consultant to numerous large corporations across myriad industries such as Cisco, Coca Cola, Coldwell Banker, Comcast, Deloitte, Del Monte, Estee Lauder, Google, Hertz, Hitachi, IBM, KPMG, Lincoln Financial, Magna PowerTrain, Merrill Lynch, the NBA, the NFL, Office Depot, Penske, State Farm Insurance, Sunoco, US Trust, and Wyndham Worldwide; health care and biopharma organizations such as GlaxoSmithKline, Novartis and Penn Medicine; public and not for profit corporations such as the World Economic Forum and the United Nations; as well as to small entrepreneurial organizations. The focus of her research expertise, speaking and consulting practice is organizational culture, emotional intelligence, organizational change, teamwork and leadership.

Dr. Barsade is an award winning researcher and teacher whose academic expertise enables her to integrate cutting edge research tools and knowledge into practical use. She has published in the top academic research journals in her field, and has served on the editorial boards of the Administrative Science Quarterly, Organizational Behavior and Human Decision Processes and Organization Science. She is also often interviewed by, and has her research referenced in the general media, such as the Wall Street Journal, New York Times, Business Week, Time Magazine, US News & World Report, International Herald Tribune, AP Wire, Forbes, LA Times, Oprah Magazine, Fast Company, Slate, NPR Radio, ABC, CBS and CNN News as well as numerous national and regional news outlets.

 

Fintech and Digital Innovation

Friday, April 26
8:30 PM–12:00 PM

 

Review Digital Innovation and Fintech Landscape including examples inside and outside of Financial Services/Banking, Implications for Financial Services/Banking, and Action Learning Exercise around transforming your organization via digital innovation.

Learning Objectives: Educate business leaders on approaches for harnessing the power of digital technologies and empowered end-users to drive innovation, business transformation, and organizational growth in banking/financial services.

 

Scott Snyder

Partner

Heidrick Consulting

   

Scott Snyder is a recognized thought leader in technology and innovation. He has more than 25 years of experience in business leadership, strategic planning and technology management for Fortune 500 companies and startup ventures. Scott is currently a Partner at Heidrick Consulting, helping global companies accelerate Digital Transformation and Innovation. Prior to Heidrick, Scott was the Chief Technology and Innovation Officer at Safeguard Scientifics (NYSE:SFE), which provides capital and relevant expertise to fuel the growth of technology-driven businesses in healthcare, financial services and digital media.

 

Prior to Safeguard, Scott was President and Chief Strategy Officer at Mobiquity Inc., a leader in delivering innovative mobile and digital solutions for enterprises, where he continues to be Chairman of Mobiquity’s Advisory Board. Scott has held executive positions with several Fortune 500 companies including GE, Martin Marietta, and Lockheed Martin, has been the CEO of a leading strategic planning firm, Decision Strategies International, and has also started business ventures in software including OmniChoice, a CRM/Analytics applications provider. He also serves on the Board of Directors for Fulton Financial Corporation (FFC).

 

Scott has authored a book entitled, “The New World of Wireless: How to Compete in the 4G Revolution”, and has been a long-time thought leader in the mobile and digital space. In addition, he is a chapter author in the books “The Network Challenge: Strategy, Profit, and Risk in the Interlinked World” and “Inside the Minds: Small Business Growth Strategies: Goals for Successful CEOs.” Scott is a Senior Fellow in the Management Department at the Wharton School, an Adjunct Faculty Member in the School of Engineering and Applied Science at the University of Pennsylvania, and has lectured at MIT, Babson, Duke, Georgia Tech and INSEAD on Digital Innovation, Decision-making, Business and IT Strategy, Next Generation Wireless, Product Design and Development, and Business Intelligence. Scott founded and directs the Game Changer Collaborative, which is made up of leading companies focused on cross-sector digital innovation opportunities. He also holds two patents for on-line decision aids and has been quoted as a thought leader in numerous publications including the CIO Magazine, WIRED, Forbes, Knowledge@Wharton, Los Angeles Times, The Wall Street Journal, the Philadelphia Inquirer and the Philadelphia Business Journal.

 

Scott earned his B.S., M.S., and Ph.D. in Systems Engineering from University of Pennsylvania.

 

Wharton Program Team:

Shannon Rola, Program Director
srola@wharton.upenn.edu 

Jessica Kotain, Program Manager
jkotain@wharton.upenn.edu

 

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