Performance Measurement in the Banking Industry

After the financial crisis that began in 2008, banks are taking steps to improve their performance measurement capabilities in light of changed economic and market conditions and new management needs. For example, new regulatory strictures are affecting the underlying economics of such businesses as payment-card issuing and processing. Capital requirements are increasing for most banking businesses.

New channels like mobile phones are becoming more important. Revenue growth continues to be difficult to achieve due to weak economic conditions, low interest rates and regulatory restrictions. Banks are trying to manage costs better, deepen relationships with customers and enhance product mix and pricing decisions.

These and other factors are causing banks to re-examine and improve the ways in which they measure and report business performance.

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CFO Leadership with Business Analytics – Nature or Nurture?

What distinguishes strong from weak leaders?

Having all the knowledge means nothing without the right types of people. One person can make a big difference. They can be someone who somehow gets it altogether and changes the fabric of an organization’s culture not through mandating change but by engaging and motivating others.

[But] for some leaders irritating people is not only a sport but it is their personal entertainment.

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