Showing posts with label change management. Show all posts
Showing posts with label change management. Show all posts

Tuesday, January 29, 2008

French bank 'had trader warning'

News ...

“French stock market officials warned Societe Generale about alleged rogue trader Jerome Kerviel late last year ...”

"There is a whirlwind of negative rumours and speculation, the worry for the financial markets now is what else is out there, which firms also have problems and when will it all come to light?

By any measure the world's leading financial firms are enormous organisations. Ahead must lie much more slimming ... organic growth have given way to large scale acquisitions fuelled by the booming global economy.

As in all industries scale confers a number of advantages particularly when aligned with profitable growth. But the pursuit of growth also has a downside, in some cases - that little red light that keeps flashing and suddenly falls off the radar - we must ask yourselves how do we manage organisations that become too big to be easily managed!
"

With Mr Kerviel now released on bail, the prosecutor's comments increase the pressure on the bank to explain why his trades were not discovered earlier. Mr Kerviel is being investigated for breach of trust, falsifying documents and breaching computer security. Societe Generale says his actions cost it 4.9bn euros ($7bn; £3.7bn).

'Thrown to the dogs'

The bank, which says it only discovered Mr Kerviel's unauthorised trades 10 days ago, had been pressing for Mr Kerviel to face the more serious charge of fraud.

When there is an event of this nature, it cannot remain without consequences as far as responsibilities [of senior managers] are concerned
French President Nicolas Sarkozy


His lawyer, Elisabeth Meyer, on Monday called the judges' decision not to press for fraud charges a "great victory".

Mr Kerviel's other lawyer, Christian Charriere-Bournazel, said his client had committed no fraud, adding that Societe General's chief executive Daniel Bouton had no evidence to back up his allegations.

"The word fraud was used by Mr Bouton numerous times," he said.

"Mr Bouton held this unfortunate man up for public vilification, threw him to the dogs... and there was no substance to it."

'Invented deals'

Societe Generale says Mr Kerviel had a position, or a bet, worth about 50bn euros on the future direction of European shares. That was more than the bank's value - about 35bn euros - and about the size of France's entire annual budget deficit.

To avoid that potentially catastrophic loss the bank had to unwind Mr Kerviel's trades, but that still cost it 4.9bn euros. Societe Generale said Mr Kerviel's background in handling the administration of trades enabled him to fool those monitoring traders' activities.

It says Mr Kerviel invented deals that, on paper, balanced out his bets. Under French law breach of trust carries a maximum sentence of three years in prison and a fine of 370,000 euros ($546,637; £186,562).While a formal investigation has started into Mr Kerviel's actions, this does not automatically guarantee that a trial will follow.
SOCIETE GENERALE IN FIGURES
- Founded in 1864
- 467bn euros in AUM (as of June 2007)
- 22.5 million customers worldwide
- 120,000 employees in 77 countries

French President Nicolas Sarkozy has said that Societe Generale's senior managers would have to accept their share of responsibility for the scandal.

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Wednesday, January 31, 2007

Breakthrough Change

During change, one of the most important elements for success is management's ability to listen and communicate effectively. Leaders that can consistently challenge, motivate, and educate their people through change are successful. The toughest challenge of organisational leaders today is to manage at the speed of change.


“Change is not the problem: it's resistance; I want what I want when I want it. I will not be an expert anymore. I will be a senior beginner! ... As a result of experiencing growing pains of change.”


4 Keys to Navigating Successful Change ...

Sending clear and united messages
Managing the Journey: with a formal communication plan for change
Using tactics for systematically managing resistance
Never sugar-coating the truth


We live in a world where the technological advancement and knowledge explosion, leaders face tremendous pressure as they attempt to gain support for change. While resistance is always a problem, it is especially harmful during an economic slowdown. Regardless of how good or necessary a change may be, resistance should be expected.


Employees will onlywant to hear messages about change from only two people: the CXO / immediate boss (and these messages are not the same). Two reasons for employee resistance are:-


  • 1. A lack of awareness about the change

  • 2. Comfort with the ways things are and fear of the unknown

When you communicate well with your employees, you understand their fears and misgivings, you find ways to not only help them through the transition, but involve them in the process > building ownership for the change.



Attempt to change the things you can do. Our natural reaction to change, even in the best circumstances, is to resist. Awareness of the business need to change is a critical ingredient of any change and must come first. Employee resistance (at all levels) is the the top obstacle to successful change ... How well are your people equipped to manage the resistance to change, are you:



  • Assessing your overall organisation and the organisational units affected by the change
  • Defining a solid change management strategy,
  • Identifying the impact of the change on the organisation,
  • Developing and implementing a communication and corporate programme,
  • Designing and describing the target jobs and organisational structure,
  • Designing, developing, and implementing leadership and training programmes,
  • Planning the change management implementation and implement the change,
  • Monitoring and evaluating your organisation's performance once the change has been implemented.

What will change feel and look like, place your self in the future and look back what worked, what didn't work, what lessons have you learned, how far off target are you, how would it feel if you didn't succeed ...

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