The following scenario puts you in a situation in which you face several choices. We’ve deliberately set it in banking—specifically Corporate & Investment Banking (CIB)—and whether you’re an expert or not, this scenario is for you.
You work at a pan-European bank with a strong presence in the United States and Asia. The past 18 months have been tricky with volatile rates, a changeable IPO window, shifting sanctions, rising regulatory and cyber pressure, and tight ESG requirements. Internally, M&A portfolio transactions are taking a tumble, FIC (rates, credit, FX) margins are under pressure, and risk-weighted assets are ballooning. The CIB Executive Committee (COMEX) is asking you to speed things up—without going belly up.
You convene your team and open the plenary with this dilemma: how do we maintain performance without falling into the resilience myth that drains teams and hides root causes?
Three options are on the table: assess the reasons and consequences—Before making the courageous choice.
She spent 12 years in industry, working for Bolloré Technologies, among others. She co-founded Business Digest in 1992 and has been running the company since 1998. And she took the Internet plunge in 1996, even before coming on board as part of the BD team.
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