HARVARD BUSINESS REVIEW MAGAZINE (THE BIG SHIFT HOW MANAGERS BECOME LEADERS, JUNE 2012)
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HARVARD BUSINESS REVIEW MAGAZINE (THE BIG SHIFT HOW MANAGERS BECOME LEADERS, JUNE 2012) PDF
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HARVARD BUSINESS REVIEW MAGAZINE (THE BIG SHIFT HOW MANAGERS BECOME LEADERS, JUNE 2012) PDF
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HARVARD BUSINESS REVIEW MAGAZINE (THE BIG SHIFT HOW MANAGERS BECOME LEADERS, JUNE 2012) PDF
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Sales Rank: #2995619 in Books Published on: 2012 Binding: Single Issue Magazine
Most helpful customer reviews 1 of 1 people found the following review helpful. Tmely, Credible By Loyd Eskildson "Four Ways to Fix Banks" by Sallie Karwcheck (former CFO at Citigroup) caught my attention. She begins by pointing out that, despite reregulation efforts, banks remain complex institutions taking enormous risks. In her view, talk about whether the Volcker Rule would suffice is beside the point the issue is 'How much risk do we want banks to take?' Upgrading bank boards is one way to take on the challenge - a prior article by Robert Pozen suggested board membership at a big bank be a full-time job. However, Karwcheck believes even more is needed to cut through the complexity. Historically banks have managed risk via the capital ratio - money set aside against potential losses. However, there now are various new definitions of capital, and the calculations can be shaped by banks' and others' assessment of the underlying risks. Karwcheck suggests paying top bank executives and senior management in bonds as well as stock, and in the same percentage as the bank's risk profile. This was direct more attention to the downside of bank position. Further, she thinks dividends should be paid as a percentage of earnings. Third, don't judge managers just by earnings. Earnings from additional business are worth more than those achieved by trading, expense cuts, or increases in banks' net interest income. Banks should isolate changes in each source of earnings, and also review customer satisfaction feedback. Her fourth suggestion is that boards give more attention reviewing business segments with the highest returns because they're often more most complex and riskiest. See all 1 customer reviews...
HARVARD BUSINESS REVIEW MAGAZINE (THE BIG SHIFT HOW MANAGERS BECOME LEADERS, JUNE 2012) PDF
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