Printer-friendly version (PDF) As outlined in two earlier FIC newsletters, the Deep State within banks (in short, bureaucrats, inflexible rule setters, innovation killers,) slows decision making, increases operating costs, marginalizes…
Printer-friendly version (PDF) Last week this newsletter focused on discussing the existence of a Deep State in banking that, in its own way, is every bit as powerful as the…
Printer-friendly version (PDF) Many banks are being run or at a minimum highly influenced by the entrenched Deep States operating within them. The Deep State group in banks is every…
Printer-friendly version (PDF) Today, it seems that all our clients and prospects are spending increased time on deposit retention and gathering. Rates are rising, more traditional and non-traditional companies (for…
Printer-friendly version (PDF) A few days ago the Financial Times published an article about how some African countries hope to leap over the past and close longtime gaps in quality…
Printer-friendly version (PDF) A few weeks ago over dinner in the Zimbabwe jungle I was speaking to one of the safari guides. He had just finished pointing out Mars, Jupiter,…
Printer-friendly version (PDF) “It’s not hard to make decisions when you know what your values are.” – Roy Disney Last week, a client told me, “We’ve got a long list…
Printer-friendly version (PDF) “There’s a lion over there,” my son, Sam, said calmly, as we sat around a fire enjoying cocktails and canapés at the Mana Pools safari camp in…
Printer-friendly version (PDF) Companies need to pick their spots, deciding where to focus and whom to focus on. Inevitably, banks that do not focus and act selectively in what they…
Printer-friendly version (PDF) The economic crisis of ten years ago caused banks to become internally focused. Understandably, in many instances banks were more concerned about survival and regulatory requirements than…