Momentum Group Limited · JSE:MTM
Momentum — UBS Conference 2022
28 slides from Momentum's conference presentation, Oct 12, 2022
Slide 1: Disruptive Environment
Disruptive Environment
Slide 2: Agenda
e) Agenda Introduction Setting the scene Current reality [= e | | o | | f Exponential forces & Risto Ketola Exponential journey eve ryo n e e@ Fino‘! _—_—_—_—— Exponential muscle We're Risto and Dhesen. Whilst we’ve been known Taking stock to be quite entertaining, we're actually here to talk about
Slide 3: Why's the FD here?
2 | Why's the FD here? Business transformation is not just a technology and innovation thing. It requires a compatible environment of: | @ AAA A Corporate culture Operating model Senior leadership support Aligned company strategy Financial capital
Slide 4: Corporates are failing to disrupt...
porates failing to upt... Q Reasons corporates fail... Internal focus Change fatigue Inability to partner Ineffective decision-making Load +10,000 more...
Slide 5: Corporates are failing to disrupt...
Corporates are failing to disrupt... Q_ Reasons corporates fail... Q Internal focus Change fatigue Inability to partner Ineffective decision-making Load +10,000 more... x
Slide 6: Search results: Reasons corporates fail... Internal focus
Search results: Reasons corporates fail... Q_ Internal focus x The causes Business as usual (BAU) optimisation is considered "safe" c Leaders are still managers Delivery is measured to budget, not to potential Our solution Exposure to cutting-edge fintech Install a competitive culture within the gro
Slide 7: Search results: Reasons corporates fail... Change fatigue
Search results: Reasons corporates fail... Q. Change fatigue x The causes @ Lack of buy-in from employees Management creates anxiety instead of excitement Past failures, lack of current progress Our solution a Share business case for change as broadly as possible Simplify strategy message and be rea
Slide 8: Search results: Reasons corporates fail... Inability to partner
Search results: Reasons corporates fail... Q Inability to partner x The causes : Our solution @ Excessive desire for control Misalignment on urgency and way of work Active participant in SA fintech ecosystem since 2016 Leveraging of partnership experts (Guardrisk, Exponential) in the group Difficult
Slide 9: Search results: Reasons corporates fail... Ineffective decision-making
Search results: Reasons corporates fail... Q_ Ineffective decision-making x The causes Decision-makers too far removed from businesses Decision-making bodies lack correct skillset Excessive upward delegation slows down decision-making Our solution Federal business model empowers business units Speci
Slide 10: Closing thoughts... how to win in disruptive environments
. Closing thoughts... how to win in disruptive environments 60 @ 6 w 4 660 Bm FF ONY
Slide 11: The power of exponential forces
THE POWER OF e effects of a technology in the short term but "We overestimate underestimate it in the long term." Exponential change can easily be ready to Exponential forces are powerful in both scale velocity but inherently start slowly. a
Slide 12: To-do list: what this means for us
am | To-do list: | : Stability, predictability and ®@ incremental change are all part of What this yerery' game mM ea ns fo r US To thrive when opportunities are presented, build great sensing capabilities. We need to respond to these powerful exponential forces through developing new capabilities.
Slide 13: How it all started...
© rm] A | How it all started... Key changes we saw in 2014 that made us take action
Slide 14: How it all started...
© rm] A | How it all started... Key changes we saw in 2014 that made us take action Technology advances
Slide 15: How it all started...
© rm] A | How it all started... Key changes we saw in 2014 that made us take action « Technology New client advances demands
Slide 16: How it all started...
© rm] A | How it all started... Key changes we saw in 2014 that made us take action Technology New client Vast advances demands ecosystems
Slide 17: How it all started...
© rm] A | How it all started... Key changes we saw in 2014 that made us take action Technology New client Vast Scenario advances demands ecosystems analysis
Slide 18: The actual 2014 scenario analysis
Weak growth, intense competition for growth Who dares © fa ic] 2 = se] ES fa i) = i 3 Powerful and disruptive new business models emerge Traditional business model remains intact mf Abundant growth, less competition for growth shop Aso|6 ey THE ACTUAL 2014 scenario analysis
Slide 19: The Exponential muscle...
rm | & | The Exponential muscle... Investment into Investment into VC Funds Partnerships + Investment commitment of R700M + Leverage presence in start-up ecosystem + Insur/FinTech fund with 10-12y lifetime + Match attractive start-up assets + Partnered with Anthemis (UK-based) and + Create internal
Slide 20: VC fund requirements
VC fund requirements What we wanted to get out of our investments... Insights into successes & failures of MMH strategic thesis. Key input to general Visibility of latest Understand start-up and technologies and industry incumbent assets & successes & failures. kn timelines. A SIGE (aI nes MMI strat
Slide 21: Nesterly
8 Nesterly ruman WAYHOME @APITAL AA ABAKA CHRONOMICS BD unmingd APOLLO &4 monese Me @flare M80 Alerobotics KO ©) LUMKANI @sensor Wvatr ? Z compari ure TnvestSure BLA GUARDRISK'S Lifeg
Slide 22: Partnerships/ Capabilities
© rm | & | Partnerships/ Capabilities Partnerships that have had an impact on our business... COXPbVERIFY Tam Come lod whaithbit CONSUMER PROFILE BUREAU Optical Character Lead Generation E-Fica Verification Co-planning Recognition (OCR) Lead conversion is 30%, Digitally enabled product 99% efficacy
Slide 23: Partnerships/ Capabilities
Partnerships/ Capabilities Partnerships that disrupt value chains... Pricing Underwriting Onboarding fo LifeReturns’ _._ FastTrack —— QuotaM Your life. Your discount. (Kimi binah.ai LifeQ am |
Slide 24: Taking stock...
Taking stock... What we foresaw in 2014: e Changing customer needs @ Power of innovation ecosystems @ mportance of environmental sensing @ Capitalising on opportunities Reinvent & Grow strategy: NHE fe e RS billion
Slide 25: Strengthen the core business of today
Strengthen the core business of today More of this in our current lines of business What's next? Leverage existing assets to build new market entrants Leverage capabilities like Launchpad Industrialise capability to build new ventures Build businesses of tomorrow in 10x fashion mf
Slide 26: Strengthen the core business of today
Strengthen the core business of today What's next? Leverage existing assets to build new market entrants Industrialise capability to build new ventures
Slide 27: Closing thoughts...
vA Everyone takes the limits of their own vision for the limits of the world. Ray Kurzweil am | Closing thoughNts... @ Be paranoid and pragmatic. 2) "Sense fast" and execute deliberately, paced to deliver material results. @ Harness exponential and disruptive forces to outperform.
Slide 28: Session completed!
Session completed! Thank you for your attention. Any questions?