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The top lessons banking's biggest crisis in a generation taught us about governance

Finance Derivative

Summary

In this comment piece for Finance Derivative, James argues the weaknesses the banking crisis exposed still apply to every business, whatever its size or sector. They lie in accountability, leadership, culture, oversight and decision making. The crisis unfolded despite extensive governance frameworks. The safeguards were there, but they were not influencing the decisions being made. Good governance is not about how many policies a business has, but about the decisions those policies help people make.

When responsibility is spread across several teams or committees, problems can be passed between them without ever being resolved. Clear accountability, with the authority to act, makes it much less likely that they slip through the net. Measuring success by today’s revenue and growth can mean leaders miss longer-term risks, and where challenge is discouraged, silence may be taken for agreement. Complex information needs presenting in a way that lets experts be challenged, and governance needs to hold up under pressure, not only in stable periods.

Three key points

  • Before the crisis the safeguards were in place; they were not shaping the decisions being made.
  • Responsibility spread across teams is not accountability, and clear ownership makes it much less likely problems slip through the net.
  • Businesses do not necessarily need more rules or committees, so much as people with the clarity, confidence to challenge and accountability to make governance hold.

Read the full article

The summary above draws on a longer article. Finance Derivative publishes it in full, including what the reviews into HBOS, RBS, Lehman Brothers and Northern Rock found.

Insights

Worth reading next

The reading below stays close to this subject, often seen from the side of someone else round the table, such as the chair, an investor or the head of internal audit. It shows the wider subject from their perspective, and the questions each of them is likely to ask.

CEO Monthly

Authored by James Walker

Why boards get misled by good intentions, not dishonesty

Why boards are more often misled by good intentions than by dishonesty, and the questions to ask of every report.

CEO Monthly

Authored by James Walker

If you reach for a person when the problem is a process, you’ll end up paying for both

Why more people rarely fix a broken process, and the questions a board can ask before it approves more headcount.

Explore your own question further

In a particular organisation, the detail can change how these points apply. James is happy to hear from anyone weighing them up for their own board, audit function or deal. This page summarises an article published elsewhere, and is not advice on any particular situation.