Finance Keynote Speaker - Financial Services Industry


Financial services is being disrupted and changing faster than ever before. For a customized keynote that is energizing, impactful, and actionable – book Kaihan for your next financial services event or conference.


Financial services and insurance are experiencing dramatic change and disruption. Digital transportation, focus on user experience, ecosystem/partnership development, changing regulations, and movement beyond cash are all top of mind. When change happens there is opportunity to re-imagine business models, re-think how you engage employees, re-evaluate what impact your organization has on the world, and develop creative solutions to complex problems.



Throughout his career as a consultant, keynote speaker, and founder of the Outthinker Strategy Network (an exclusive network of Chief Strategy Officers and Executives from Fortune 500 and private companies with $1B+ revenue), Kaihan Krippendorff has worked with some of the biggest brands in financial services including: Aetna, AIG, Allinial Global, Aviso Wealth, Bank of America, BNY Mellon, Chubb, CIBC, Citibank, CoBank, eMoney Advisor, FHL Bank, Hartford Steam Boiler, KPMG, Mastercard, New York Life, Pershing, TIAA, Securities Industry Institute, The Federal Reserve, CUNA Mutual, Vanguard, Prudential Financial, and T. Rowe Price.



Selecting the right keynote speaker for your financial services event is one of the most important decisions you will make this year. Content, energy, ability to connect to an audience, and actionability are all important factors to consider. Former McKinsey Consultant, NYU Professor, bestselling author, and globally recognized authority on strategy, growth, and transformation, Kaihan Krippendorff will make your event an undeniable success with a customized financial services keynote that leverages his unique perspective and deep experience in the industry.



The time to act is now. Don’t just be a Thinker. Be an Outthinker.



An active leader in financial services, Kaihan brings deep industry experience, proprietary research, and exclusive insights to every keynote he delivers.


Eric Shinseki


  • Banking and financial services companies have traditionally been slow to innovate, but COVID-19 has forced disruption across the industry, accelerating the move to digital and the need to update legacy architecture (Kognitive).
  • The sharing economy will infiltrate the financial system. According to PWC, “[It] may have started with cars, taxis, and hotel rooms, but financial services will follow soon enough. In this case, the sharing economy refers to decentralized asset ownership and using information technology to find efficient matches between providers and users of capital, rather than automatically turning to a bank as an intermediary” (PWC).
  • Competition in the insurance space is also poised to expand outside of carriers to companies in other industries that will offer their own coverage (RSM).
  • Cybersecurity will be a top risk facing financial institutions. In a 2016 PWC global CEO survey, 69 percent of financial services CEOs reported that they are either somewhat or extremely concerned about cyber threats (PWC).

Trends in Financial Services

Digital Transformation

Focus on User Experience


Regulatory & Security Compliance

Moving Beyond Cash

Digital Transformation

  • The COVID-19 pandemic forced banks to enhance speed-to-market in order to deliver superior customer experiences.  
  • Banks continue to move away from physical branches to self-service digital channels. Digital must remain a priority. Banks need to move to digital to provide real-time insights and rapid response to customer needs (Forbes). 
  • Mobile and wearable technologies provide opportunities for individual customization (Source).  
  • Banks have had to update their legacy underwriting and risk management systems to deal with pandemic-driven increased demand for loans.  

Focus on User Experience

  • Increasingly, customers will expect to be treated as individuals rather than segments. In the future, they will want to design their own suite of banking and financial services offerings based on goals and usage.  
  • “Hyper-personalization” and loyalty will be critical differentiators (Forbes). Customer intelligence will become the most important predictor of revenue growth and profitability.  
  • Millennials born between 1981 and 1996 hold significantly more debt as a share of net worth than any other generation. Lenders may need to change the way they interact with this generation (Source).  
  • AI will be used to provide natural language processing, identification of patterns, mobility, and supervised learning.  
  • Financial institutions have traditionally designed offerings and defined segments internally, but this model isn’t working. Now they will need to ask, “What do our customers want?” and develop accordingly (PWC). 


  • Unexpected partnerships and ecosystems between banks and fintech companies are forming. Initially, fintech companies were seen as competitors to slow banks who were unable to keep up with technological breakthroughs. Now, banks are partnering with fintechs to get access to enhanced marketing, administration, and loan services (Source).  
  • Collaboration will be the primary driver of disruption. “The biggest near-term threat to most banks comes not from fintechs but from traditional competitors better leveraging those fintechs.” (source) 

Regulatory & Security Compliance

  • Increased regulatory requirements are driving banks to use AI and robotics to address constraints and provide anti-fraud and regulatory compliance (Source).  
  • Customers want more control over their data, and regulations like Open Banking in the UK, the Payment Services Directive II in Europe, and commercial banking aggregator models in the US are following suit (source).  
  • Banks need to move operations remote in a secure manner by taking advantage of cloud technologies (Forbes). Cybersecurity will continue to be an industry focus and a key customer concern (PWC).  
  • Environmental, Social, and Governance (ESG) practices will become more prevalent. Social and sustainable financing options offer banking and capital companies an opportunity to finance a sustainable future while driving market growth. An estimated $100-150T of financing will be needed globally over the next three decades to reach compliance with the Paris Agreement (Source). 

Moving Beyond Cash

  • Contactless payments will continue to increase, and the sharing economy will expand to financial systems. In April 2020, 27 percent of US businesses reported an increase in contactless payments as a result of the pandemic. Seventy-four percent of global customers say they will continue using contactless payment methods once the pandemic is over (Forbes).  
  • In the future, banking may not look like what we’re used to today. Technology will enable matches between providers and users of capital, without using banks as an intermediary. Blockchain will support a new decentralized system to provide a “public ledger” and create trust (PWC). 

The Outthinker 8P framework – opportunities for disruption and innovation in financial services


  • The financial giant is building an ecosystem of startups and has expanded into partnerships with fintechs to enhance digital offerings/mobile payments. It has also provided a platform and created alliances for fintech expansion in the Middle East and Africa (Source).
  • In recent years, plenty of indicators have shown Big Tech would upset big banks by entering banking. JPMorgan is outthinking the competition by joining forces with them. The bank has partnered with Amazon and Airbnb to empower them to offer banking services. The platforms will be able to offer virtual bank accounts, loans, and discounts to customers who stash money in their e-wallets. Customers can process payments within the apps. In exchange, JPMorgan will handle all payment processing and cash movement (Source).
  • This personal, customized home insurance startup provides homeowners insurance in regions prone to climate change disasters, like California, Florida, and Louisiana. Kin uses precision data to adjust custom coverage and pricing for homes that are vulnerable to the effects of climate change (Source).
“8Ps” of StrategyOpportunity
for Disruption
Recommended Leverage Points
Position- The farmers, individual and corporate, that you are targeting.

- The need of the agricultural industry that you seek to fill.
3- What technologies do you control that can help you tap into market
segments that you previously thought unreachable?

- What are the potential business alliances you could think about with key players in the segment to serve your customers with integrated solutions? (Serving customers with more integrated solutions example: serving farmers with fertilizers, crop protection and other).
Product- The products you offer, and the characteristics that affect their value to customers.

- The technology you develop for producing those products.
8- What moves are your organization taking to implement Big Data and analytics to your operations? What IoT and blockchain applications can you use?

- What tools and technology could you utilize or develop to improve food quality, traceability, and

- How can you develop a more sustainable production model to accommodate constraints on arable

- What is the future business model needed to serve new differentiated products to your customers?
Promotion- How you connect with farmers and consumers across a variety of locations and industries.
- How to make consumers, producers, and other stakeholders aware of your products and services.
8- How are you connecting your product with individual and corporate farms who could utilize it?
- How could you anticipate market and customer needs to make customers interested in accessing your differentiated products?
PriceHow consumers and other members of the agricultural supply chain pay for access to agricultural products.7- What elements of value comprise your pricing? How do each of those elements satisfy the varying needs of your customers?
Placement- How food products reach consumers. How the technologies, data, and services reach stakeholders in the supply chain.9- What new paths might exist for helping consumers access the food they desire?
- How are you adapting your operations and supply chain to accommodate consumers’ desire for proximity to the food they eat?
- How could you anticipate customer expectation to make products more
accessible to customers/agile supply chain?
- Have you considered urbanization as a part of your growth strategy?
- How your food satisfies the needs and desires of your customer.
- How the services you provide to agribusiness fulfill their needs.
9- Where does your food rate on a taste, appearance, and freshness
- Could the services you provide to companies and farms in the agriculture industry be expanded to meet more needs?
- What senses does your food affect besides hunger? How does your
customer extract value from your food in addition to consumption?
Processes- Guiding your food production operations in a manner cognizant of social pressure.8- How can you manage the supply chain differently to improve traceability and reduce waste?
- How can you innovate systems in production, processing, storing, shipping, retailing, etc.?
- What are new capabilities to increase sustainability (impact on the environment, or ESG) components?
People- The choices you make regarding hiring, organizing, and incentivizing your people and your culture.- How are you leveraging the agricultural experience of your staff bottom-up to achieve your vision?
- How do you anticipate new organizational capabilities needed to perform your future strategy (innovation, exponential technologies needed, agile customer relationship, innovative supply chain)?
- How do you manage your talents to assure suitable development with exposure in the agrifood main challenges/allowing a more sustainable view of the opportunities/cross-sectors?