Long before subprime found its way into everyday conversation The Banker and Maris Strategies ran a story on corporate governance, called How to Run a Bank, which generated huge interest from readers, who rang in asking if they could buy a copy of the book. With the financial meltdown continuing its inexorable progress, The Banker’s editors and Joe DiVanna, CEO of Maris Strategies, thought that maybe it was time to actually produce the book. So we invited bank CEOs, academics and banking experts to contribute thought-pieces towards a compendium of the best in bank management.
In October 2008, How to Run a Bank was published. It covers every theme important to senior management, from the strategic positioning of a firm, to the development of competitive strategies, and making the most of outsourcing, partnerships and white-labelling. It ranges from what makes effective risk management and compliance, to balance sheet management and capital raising, to corporate governance, sustainability and the environment.
The book begins in the CEOs office, with the leading article from Michael Geoghegan, group CEO of HSBC. Who better to discuss strategic positioning in the new competitive landscape?
Three other key articles come from luminaries from the Institute of International Finance, which is playing a key role in the post-crisis debate. These came from Josef Ackermann, CEO of Deutsche Bank; Scotiabank president and CEO, Rick Waugh, and former ING CFO, Cees Maas.
Other contributors include: Jian Jianqing, chairman of ICBC; Herbert Stepic, CEO, Raiffeisen International; Deanna Oppenheimer, chief executive UK Retail Banking, Barclays Bank; and Brandon Davies from the Global Association of Risk Professionals.
