Can I Sign Iowa Banking PDF

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I would say that the biggest challenge right now is to stay engaged with the customer if you were to ask that question of most other practitioners or regulators or this or a central bank governor they would talk about capital liquidity corporate governance all these good things in the wish are being focused on in the light of the crash after the crash now they're all true that's all true Basel 3 the new regulatory regime that's being implemented after the crisis of 2008 is very strong on higher capital requirements for banks a more strict or more robust funding and liquidity regime and more strict corporate governance models well that's not so much basil 3 but that's what regulators are talking about to me these are necessary but not sufficient every bank has got to make sure that they adhere to the principles required whether it's by the regulator or by their national by their national jurisdiction or by the central banks or by Basel 3 but beyond that because banking is going to remain very competitive for the next four seat for the foreseeable future of the next 5-10 years the key challenge is to remain engaged with the customer I delivered genuine customer satisfaction whether it's the retail customer the corporate customer the wholesale another banker correspondent bank whatever your customer base whatever your franchise the key thing is to remain engaged and deliver genuine customer satisfaction and that's a cultural thing as much as a technical or a regulatory theme the three priorities I would say I'm the first instance monitor your risk exposures your key metrics and that's necessary or not sufficient the second one would be to have a robust funding model in place so that you are liquid or able to maintain liquidity and roll over funding throughout the business cycle through good times and bad and then the third priority and I would say the most important of all those three is to know your risk or even better still know your expertise banks should only engage in activities and in areas and businesses that they have a genuine ability to deliver value in so for example if you are very good in a certain area you shouldn't think oh I can expand that in turn on the jurisdiction or overseas or an emerging market just because it happens to be banking it's not necessarily within your expertise or your area shareholder value added so the key thing is to maintain an ability to know exactly what your risk is as manage your risk exposures and monitor them and remain within what is tolerable for you but really beyond the main things just mount monitoring metrics and being aware of what your exposures are its to know that you're only engaging in business that you would have genuine value added capability in and I would say if you're doing that you should be able to stay out of trouble on the risk side because you know exactly what it is you're always getting into the future of banking would probably be more emphasis on first customer engagement and customer satisfaction but also more specific niche players I think there will always be large banks and indeed too big to fail banks because that's what we have now but going forward the competitive environment is such that there will always be a room for a niche player who is able to deliver genuine customer satisfaction to his or to its franchise so the future of banking beyond Basel 3 beyond being able to maintain required capital levels and required funding models is to make sure that one is engaging with the customer now said that before and I actually think that's the most important thing possibly to a point to an extent banks certain banks lost sight of that pre-crash when the emphasis was more on market share jet pnl generation asset growth growth buy acquisition all these sorts of things which are always going to be with us in a corporate environment in a capitalist market but I think for banks especially because the product is so commoditised and because competition is so intense really it's about maintaining customer focus and customer engagement and that would probably be what the business model looks like going forward niche players more small players more focused players and probably a reigning in amongst bigger players Brennan of their operations bringing back and concentrating on areas that they are okay still able to maintain a value-added in and that's probably what we're looking at in the future of banking post post the crash you