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Comprehensive response to the global banking crisis
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Mr Nout Wellink, Chairman of the Basel Committee and President of the Netherlands Bank, stated that "central banks and supervisors have responded to the crisis by strengthening microprudential regulation, in particular the Basel II framework. We are working toward the introduction of a macroprudential overlay which includes a countercyclical capital buffer, as well as practical steps to address the risks arising from systemic, interconnected banks".
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Raise the quality, consistency and transparency of the Tier 1 capital base. The predominant form of Tier 1 capital must be common shares and retained earnings.
Consultative proposals to strengthen the resilience of the banking sector announced by the Basel Committee
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Mr Nout Wellink, Chairman of the Basel Committee and President of the Netherlands Bank, stated that "the capital and liquidity proposals will result in more resilient banks and a sounder banking and financial system. They will promote a better balance between financial innovation and sustainable growth".
FT.com / Global Economy - Strict framework leaves room for manoeuvre
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The Basel Committee on Banking Supervision’s 82- page proposal lays out a multi-pronged response to last year’s financial crisis. The proposals include phasing out so-called “hybrid capital” as part of core bank capital and firm limits on the “leverage ratio” between a bank’s equity to its overall assets. Banks will also be required keep enough cash and easy-to-sell assets to keep them going during a 30-day market crisis.
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Joachim Müller, banking analyst at Cheuvreux, part of Crédit Agricole, said: “They are very harsh on the definition side but they are more moderate on the implementation side because they allow for phasing in. It is a good balance between strict reg-ulation and allowing for growth.”
The Nomura banking analysts also took heart from the schedule, writing: “We feel that the Basel committee has a proposed set of rules that are very stringent in the first reading but the caveats on timeline and grandfathering means that the final proposals are likely to be watered down.”
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This time is different: A Panoramic View of Eight Centuries of Financial Crisis
This Time is Different: A Panoramic View of Eight Centuries of
Financial Crises*
Carmen M. Reinhart, University of Maryland and NBER
Kenneth S. Rogoff, Harvard University and NBER
confronting-high-risk-and-banks: Personal Finance News from Yahoo! Finance
"She said she would like to see one accounting change that FASB is talking about, which would make it easier for banks to take reserves against loans in good times. "With better reserving methodology," she said, capital and reserves would have been higher before the current crisis erupted, and banks safer.
The financial crisis showed that regulators should have required banks to hold much more capital than they did. Some regulators figured that out.
In Spain, some smaller banks are in trouble from real estate loans, but the big banks seem to have emerged in good shape. One reason is that Spanish regulators were not fooled by things like SIVs, and insisted that if any bank wanted to create one, it could, but would have to hold reserves anyway. Since there was no business reason -- other than capital arbitrage -- for a SIV, those banks shied away. Good regulation is not easy. A new paper by Amir E. Khandani and Andrew W. Lo of M.I.T., and Robert C. Merton of Harvard, estimates that repeated "cash-out" refinancings of mortgages led to more than $1 trillion in additional losses in this crisis."
The Limits of Business Intelligence: An Organizational Learning Approach
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By the time a user of the BI suite accesses information in the DW, he/she is already two levels removed from the actual phenomena that are being viewed through the lens of the BI suite. Depending on the preconceptions of the BI user, there may be additional levels of distance from real-world phenomena. These preconceptions have been termed mental models by Peter Senge in his management classic, The Fifth Discipline, and termed occupational cultures by Edgar Schein in his work on organizations. (2,3) They are the cognitive lenses through which users individually and collectively view and manipulate information. For example, if managers hold a view of the business as separate products and/or organizational "silos," they may not be receptive to information from the BI suite that shows that customers experience the business as a single entity and expect a consistent experience across all contact channels. In short, a BI system is an abstraction of the reality it is designed to analyze, and the preconceptions of its users can further cloud this abstraction if they are not aware of them.
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In addition to its distance from the actual business reality that the DW attempts to model, there is the consideration of its ability to capture the complexity of real-world phenomena. A real-world business involves many elements and relationships, interacting dynamically. The philosophical idea behind this is that there may be one real world "out there," but there are many possible descriptions of it some of them useful and others not so useful. This distinction is relevant because both organizations and individuals interact with the real world on the basis of their internalized descriptions of it.
The Bank Channel
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- What do customers do in their daily lives
- What will they do in the future?
- How can Intel help customers in their current and future daily lives?
Dr. Genevieve Bell is an anthropologist who’s worked at Intel for over 10 years. Genevieve runs a team of social scientists, human factor engineers and interaction designers at Intel. Her team works to answer three very important questions that drive Intel’s future product development: - What do customers do in their daily lives
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Why does Intel go to all this trouble? Why not just ask people questions in surveys and focus groups, the way Banks do? Well, it turns out that there’s often a big difference between what people say they do, and what they really do. Sometimes it’s accidental (they forget, or don’t think something’s important enough to mention), other times it’s on purpose (they’ll tell us what they think they’re expected to say, or deliberately hold information back for privacy, status or other reasons).
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