1300 - 1345 hrs:Registration and Lunch
1345 - 1400 hrs:Context Setting on “Managing Disruptions in the Age of Technology
In recent years, we have witnessed more and more industries being disrupted by digital technologies (e.g. Uber & Ola has disrupted the taxi industry; Netflix & Amazon Prime have disrupted the entertainment industry). We will soon be feeling the full disruptive effects of intelligent automation which are going to be rapid and radical. Its impact on economic structures and employment, needs clear roadmaps. These phenomena have created the need to have strategic dialogues at a transnational level to investigate strategic responses to disruptive innovation. The fifth edition will focus on investigating strategic responses to disruptive innovations and explore strategic partnership between India and Singapore in this area.
1400 - 1500 hrs:Dialogue on ‘Changing Role of Management Education – Perspectives from East and West
The disruptions are making the shelf life of contextual knowledge increasingly short, which means that the future management professionals must be well equipped to address these challenges. In this context, the session will have a Dialogue on ‘Changing Role of Management Education – Perspectives from East and West. The new narratives must be a congruence of western and eastern thought processes.
1500 - 1600 hrs:Fintech Dialogue – Disruption or Innovation
The session will have the Fintech Dialogue - whether it is a disruption or an innovation? There is a need to understand whether disruption is a new way of saying competition or is there more to it. Fintechs are looking to take market share away from financial institutions (FIs) and provide more options to consumers and commercial customers that are either less expensive, faster, more convenient, more efficient, outside traditional banking channels, a more personalized experience, or all of the above.
1600 - 1630 hrs:      Tea/Coffee Break
1630 - 1730 hrs:Dialogue on Strategic Response to Disruptive Innovation
Disruptive change requires new strategies. When conditions change rapidly, organisations find their former approaches which have led to success in the past, are no longer effective. It can be hard to let go of these approaches if they have been a source of competitive advantage. This leads many managers to assume that successful responses to disruptive change are a matter of luck. It was not the technology itself which was disruptive, but its impact on strategy or business models. In this context, is it possible to craft strategies to respond to disruptive innovations? The session will initiate a dialogue on ‘Strategic Responses to Disruptive Innovation’.
1730 - 1830 hrs:      Valedictory Session