By S. Davis
The sequel to 2 in-depth stories of the administration of good banks written within the Eighties, this new quantity addresses the major matters that preoccupy the management of modern such a lot prominent banking associations. After reviewing the teachings discovered from the former reviews, the writer examines most sensible perform in addressing matters equivalent to tradition, management, hazard administration, handling dimension and complexity, and maintaining profit progress. The publication concludes with the perspectives expressed by way of the interview pattern at the destiny evolution of the banking quarter, following by way of the author's personal forecasts in accordance with 20 years of analysis of the realm of monetary prone.
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You can think of two approaches: as a financial Shaping the Business Model 31 conglomerate with totally empowered management, or using the same model everywhere. We’re somewhere in between. We’ve found a complex but more effective solution: the matrix. Top management and functional centres of competence for credit risk, IT, etc. ’ Pietro Modiano, UniCredito’s head of corporate banking, extrapolates the strategic dilemma for ‘best of breed’ banks such as UniCredito which attract imitators who then narrow the gap with the industry leader: ‘At a certain point, your future growth will be lower than in the past.
For Green, the CEO, diversity and collegiate collaboration are key dimensions of the solution: ‘We have different career paths but common training in the UK. Senior management contact comes very early and is interactive. Basically there’s no secret or surprise in management development. Nurturing culture is a significant task which is never finished. You need a different balance in each People and their Culture 41 customer group between customer and geography. There’s a need to share best practice in each segment.
The stock price of excellence doesn’t rise in relative terms, and you find yourself in the trap – the paradox of excellence! If you stop growing faster than the others, your market price falls. Sooner or later the market will believe you can’t sustain it, and you have “excellence with a falling stock price”. If you’re the owner of a company, you can be happy with a growing dividend tied to the value of a successful company, but stockholders look at the market price! The easy part of the job is done – improving best practice.