Banking in Turmoil
Strategies for Sustainable Growth
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Book
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From Sub-Prime to Quasi-Nationalization: The Unique Elements of a Banking Crisis
The International Monetary Fund (IMF) in its research has identified over 100 banking cycles in recent history, but the current turmoil is unique in its scope, magnitude, and likely impact on the real economy....
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Chapter
The Lessons for Future Risk Management
While top management must take ultimate responsibility for risk management as the previous chapter confirms, they still need better tools and processes for the future.
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The Role of Leadership and Culture
Before focusing on the role of leadership and culture in the current banking crisis, it might be useful to take a few steps backwards to put these variables in the context of our research on the subject going ...
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Introduction
The global banking world has been transformed by the crisis which commenced in mid-2007 and reached a climax — for the time being! — in October 2008 with a firestorm which brought about the collapse of a numbe...
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Generic Lessons from the Turmoil: What Can We Do Better in the Future?
Our interview process began with the simple catch-all question: what have you learned from the crisis so you can do a better job in the future? The following chapters on risk management and other topics delve ...
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How Might Future Bank Profits and Returns Evolve?
For a banking meltdown predicted by only a handful of observers, what is now widely viewed as the deepest and longest lasting global downturn since the 1930s has generated a host of forecasts both for the bank...
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Summary and Outlook
This final chapter is made up of three elements which pull together the findings of our research and conclude the book.
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Case Studies of Successful Strategic Models
Previous chapters have set out the lessons learned from the current crisis, business models which should thrive in relative terms in the new environment, the likely profit profile for these models, and the lea...
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The Evolution of Business Models
Management oversight and processes for risk management clearly demand significant change in many banks. But is the same true for the business model — a bank’s unique blend of product range, client base and geo...
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Book
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Chapter
Lessons from the Past: Two Turbulent Decades
A comparison of the current list of excellent banks with those of 1984 and 1988 mirrors both the transformation of banking as well as the perspective of bankologists. We cannot pretend to any intellectual rigo...
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People and their Culture
Each of the business models described in the previous chapter draws heavily on the bank’s culture, whether existing or envisaged. In our 1988 book, Managing Change in the Excellent Banks, two chapters were devote...
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How the Excellent Banks See the Future
Our last question to our interviewees was a simple but hopefully thought-provoking one: how did they envisage the banking business in the intermediate term (say the next three to five years)?
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Sustaining Revenue Growth
Sustaining revenue growth is the issue which dominates the strategic thinking of all of our excellent banks. It merited a chapter in our 1984 book (‘Penetrating New Markets’) but has assumed even more importan...
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Execution and Client Service
This is the first chapter in our books on excellence to devote a chapter specifically to execution, which we define in the banking context as blending some of the elements analysed in the previous chapters — i...
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The Excellent Banks
This was the question we posed in late 2003 to about 15 leading banking consultants, buy-and sell-side analysts, and specialists in rating agencies. We call these individuals ‘bankologists’; they are people wh...
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Sha** the Business Model
One phrase dominated the dialogue with our interviewees which we had not heard in 1988: ‘our business model’. While we don’t pretend to a textbook definition for the phrase, we have taken it in banking to mean...
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Chapter
The Leadership Factor
What kind of leadership runs the excellent banks? Are banking leaders different from those in other businesses? What is the track record over time of leaders in the excellent banks?
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Chapter
Our Own Reflections and Forecasts
A few days before sitting down to write this last chapter, a banker friend at lunch commented that he found our last book (on investment banking) ‘interesting, but I’d have preferred your own honest thoughts’....
