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The Foreword
Dr. Kara Tan Bhala
President and Founder of the Seven Pillars Institute for Global Finance and Ethics
PhD (Philosophy) University of Kansas
MA (Philosophy) University of Kansas
MA (Liberal Studies) New York University
MPhil (Management Studies) Oxford University
BS (Systems and Management) City, University of London
This book contains a diverse range of the well-ordered thoughts of a multiplicity of impressive minds, and extensive experiences. Despite the variety of voices, each and every author focuses on one purpose: how to enhance the financial services industry, how to shift it away from its current unsatisfactory state.
When I say that the financial services industry is in an unsatisfactory state, I mean that it is not meeting the needs it exists to meet; because several elements of the industry are in an ethical disarray, in need of fixing, and have been for a long time now.
Greater transparency in all aspects of the business is the overarching general solution to this core problem, and its various manifestations. Hence, the mission of the Transparency Task Force is to use the power of transparency to reform financial services, so that these services serve people better.
The Transparency Task Force prudently identifies 12 areas in finance that require higher levels of transparency and improvement; and considers these 12 the drivers of positive change. The 12 areas range from Cultural Reform through Technology and Responsible Reward to Better Risk Management. Together, these 12 areas comprise the Financial Development Goals that lead to the rebuilding of trustworthiness and confidence in financial services. Not coincidentally, ethics informs and animates all 12 drivers of change.
It is not an over dramatization to propose that, in order to make finance better, it is necessary to change the very philosophical foundations on which the discipline is based. Since the middle of the twentieth century, there has been a Friedmanite insistence on the primacy of profit maximization in neo-liberal economics and its stepchild, finance, which, in its quantitative dimension only, is all the rage in business schools.
A profit maximizing corporation simply has to operate within the law and not break the rules of the game. In all other instances, the corporation makes no normative judgments. This worldview sees finance as independent of any particular ethical position. Instead, the market fully and effectively occupies the space of ethics judgements.
But we have observed time and again the existence of market failures – the Great Financial Crisis is an outstanding example. Ironically, the theory that claims to be ethics free is itself propelled by an ethic: profit maximization. Remarkably, the disciples of the theory are seemingly blind to the reality that at the heart of every financial crisis is an ethical lapse. To put ethics into its rightful place in finance, the first step is the clear and open enunciation of a purpose of finance.
Purpose (or telos in Greek) is the final cause, according to Aristotle. The ultimate reason we do what we do. A noble purpose is more likely to engender good acts, although it does not guarantee that every act is good. Aristotle gives a highly relevant example – especially in this Time of Pandemic – by stating that the purpose of the medical profession is to help people be healthy.
Regrettably, where finance has fallen over the past half century or so, is its gradual abandonment of an acknowledged purpose that entails the notion of helping people. Making efficiency the goal of financial activity has led to the collective unconscious equating finance almost exclusively with money, neglecting the connecting link: people. Needless to say, I am in complete agreement with all of the 12 Financial Development Goals in this book, especially that of instilling Greater Purposefulness in financial services.
Since the Great Financial Crisis of 2008, the financial services industry has lost the trust and confidence of a public now wearied by the regular crises in the world, from stock market crashes, terrorist attacks, and now pandemics. People simply want their financial services to work for them, they want a finance that serves, rather than exploits, people.
Let’s face it. In the Time of Pandemic, the healthcare services industry has shown that its practitioners serve people, and put human lives first, even sometimes at great risk to themselves. Conversely, in the Time of (and after) the Great Financial Crisis, the financial services industry has shown that it serves itself, and puts profits first. The contrast cannot be more jarring.
To say that this book is indispensable at this moment of financial history is not mere marketing and public relations hyperbole. It is a truth based on empirical evidence.
I would like to thank the contributors for their work, dedication, and passion to drive positive change in the financial services industry. Ultimately, this book is their clarion call, to all who care, to become active participants in the process of much needed progress.
Please read, and re-read, their thought-provoking contributions, and tell everyone you know to do the same. These change agents firmly believe that “finance is meant to serve people; people are not meant to serve finance.”
………………………………..
Executive Summary and Explanation of the Art
Aowen Jin FRSA,
Artist and Social Commentator
Andy Agathangelou and I are both Fellows of the RSA; so too are many of the other contributors to this book; and I am aware that Matthew Taylor, the CEO of the RSA has spoken at two TTF symposia about finance reform.
If you don’t know the RSA, it is all about 21st Century Enlightenment and the way I see it is that Andy and his many TTF community members around the world are simply trying to bring 21st Century Enlightenment into financial services; and boy, does it need it. Andy reached out to me through the RSA when he was looking for a volunteer to take care of the illustrations in this book. I’m glad he did.
I hope my oil on canvas artwork on the front and back covers chimes with you; and if it does, I’d be very glad to know.
This book is the first ever serious attempt to drive positive, progressive and purposeful finance reform through the conception, development and application of the Finance Development Goals.
The Finance Development Goals are the centrepiece of this book. The concept of the Finance Development Goals was conceived after a meeting between Andy Agathangelou and Georg Kell, the founder and former Executive Director of the United Nations Global Compact, who was instrumental in the conception and development of the United Nations’ Sustainable Development Goals.
That meeting took place at New York’s Pershing Square, over coffee and bagels on Friday, March 15th. Andy found Georg’s explanation of his personal journey and his involvement with the conception and creation of the United Nations’ Sustainable Development Goals to be truly inspiring. Andy could see how the Sustainable Development Goals had become a highly effective framework for reform and he began to imagine a similar framework built around the problems in the finance industry that needed fixing.
So, whilst the United Nations’ Sustainable Development Goals deal with issues such as poverty, education, energy, the climate and so on; the Transparency Task Force’s Finance Development Goals deal with issues such as transparency, governance, incentives, leadership, culture and so on. The two are of course, inter-related, and many of the SDGs require that the financial system works effectively, in a trustworthy manner, to the benefit of all.
That germ of an idea has subsequently been discussed and debated during Transparency Task Force symposia that Andy organised and led throughout 2019. Those developmental meetings took place in London, Dublin, Amsterdam, Zurich, Brussels, Hong Kong, Singapore, Sydney, Melbourne, Washington DC, Boston and New York.
– The meetings were all about the question “How can we rebuild trustworthiness and confidence in financial services?” and they were attended by highly engaged members of the Transparency Task Force who, collectively, have been able to advance the ideas into a pretty coherent set of guiding principles, listed below.
– There are problems in financial services that lead to the malpractice, misconduct mis-selling, scams and scandals that in turn lead to the corrosion of trustworthiness and confidence in financial services.
– Those issues can be organised into what we describe as the 12 Finance Development Goals, which cover:
- Leadership;
- Culture;
- Transparency;
- Technology;
- Governance;
- Product design;
- Communications;
- Purposefulness;
- Incentives;
- Consumer Protection;
- Risk Management
– These 12 topics are interconnected, so there is little point in dealing with just some of the problems. Leaving just one of them untreated will lead to a cross-contamination dynamic; the problems will reappear. They need to be dealt with en masse. We therefore advocate what we describe as a “whole-system solution to a whole-system problem.” Conceptually, we are aligned to the idea in Chinese medicine of treating “the whole patient” rather than a specific ailment.
– Developing “a whole system solution to a whole system problem” will take a huge effort; but that is the only strategically sound approach to take; anything else is ultimately futile.
– Furthermore, there is also little point managing the symptoms of the problems; because unless we tackle the root causes, they will also just reappear. If you mop up a puddle of water without first fixing the leaky pipe that caused it, you will be forever mopping up the puddle of water. That seems like rather obvious common sense; but the harsh reality is that common sense is very often not common practice. For example, it is equally obvious to us that Policymakers, Politicians and Regulators focus on managing symptoms of problems, not their root causes; which helps to explain why, despite the mountains of money that have been spent on regulation, we are not much further forward than we were prior to the last Global Financial Crisis.
In my art for the front cover, I have represented the financial services sector as a dragon. You will see that it has 12 heads; each head representing one of the 12 Finance Development Goals.
You will also see that the dragon is causing harm. There are 10 dead bodies. Each of the dead bodies represents 1,000 of the 10,000 people that committed suicide as a consequence of the Global Financial crisis, according to credible research from Oxford University The dead bodies are intended as a powerful and shocking representation of the grotesque harm that poor conduct in financial services can lead to; and in fact, has led to.
The person has a shield. The shield is in the Transparency Task Force logo; a logo chosen because it depicts protecting consumers from harm.
So, the picture on the front cover symbolises a battle scene between the financial services sector that has been causing harm to society; and society that is trying to fight back.
However, there’s an important piece of detail that could go unnoticed to an overly casual eye.
The important piece of detail is that the dragon has a thorn in one of its feet, which is bleeding and causing the dragon a great deal of pain. It is the pain caused by the thorn that is leading the dragon to behave the way it is. We are stating here that there is nothing fundamentally wrong with the dragon; the problem is the dragon’s behaviour.
We are thereby making the point that there is nothing fundamentally wrong with the financial services sector. We simply want to change the way it behaves. We want it to stop causing harm and ultimately, we want to it to serve us.
We want to tame financial services, not destroy it. We believe in capitalism, but we want capitalism to be conscious and society-serving; not wild, angry, harmful and uncaring.
In my art, the dragon is too powerful and too ferocious to be killed. The only way to stop the dragon causing harm is to first understand why it behaves the way it does; and then to intelligently make changes that will cause it to want to behave differently.
That means pulling out the thorn, so in my painting our heroine decides to wisely and bravely help the dragon by pulling out the thorn; and her approach to solving the problem works.
This book is full of ideas written by various subject-matter experts from around the world who have deep knowledge about the issues that the sector is plagued by. They each have a very good understanding of one or more issues that lead the finance sector to behave the way it does. Furthermore, they are also offering suggestions on what needs to be done to remedy the problem; each and every one of them is our heroine pulling out a thorn.
At the end of each of the 12 Finance Development Goal Chapters we have a list of Formal Recommendations for Change. These have been produced as a team effort involving the authors of the essays and the members of the Scientific Committee that have also kindly volunteered to help.
These Formal Recommendations for Change represent our collective wisdom on what actually needs to be done, in practical terms, to fix what is wrong with financial services and thereby rebuild trustworthiness and confidence in the sector.
Think of them for what they are intended to be; a framework for financial reform; an instruction manual to fix what needs fixing; a map to guide us out of the mess we are in.
Back to my art.
You will see that the back cover shows the dragon happily and faithfully serving society. It is no longer pained and troublesome, recklessly causing harm. There is now a harmonious relationship between the dragon and the heroine.
There is trust and confidence between them. This has been achieved, not through battle, but through understanding. Not only has she removed the thorn, she has also nursed and bandaged the wound. We do not advocate a combative, battle-like approach to fixing what is wrong with financial services. Rather, we seek to fix it by understanding why it behaves as it does and through that understanding to offer it a different and better way forward, having first dealt with the many and complex, interconnected and underlying root causes of the poor behaviour we wish to eradicate.
Therein lies the way forward for us: what is required is a curative, whole-patient approach based on cultivating a deep understanding of the drivers of behaviour; and love of the patient, despite its harmful habits. That is why we make the point in the preface of the book that “there is no defence against love”.
If you are familiar with your classics, I am sure that you will have realised that my art for this book is a fusion of two ancient stories.
The first is Hercules and the Hydra; where Hercules learns that the Hydra cannot be defeated by chopping off its heads; they just grow back.
The second is Androcles and the Lion; where Androcles wins the love and loyalty of the lion by bravely pulling out a painful thorn.
I hope you have enjoyed my modern reworking and intertwining of those stories and the ancient wisdom they offer; and I hope you also enjoy my art and the Transparency Task Force narrative that I have produced it to tell; a narrative that I, like hundreds of people around the world feel passionate about.
More about the 12 Finance Development Goals (FDGs)
The fundamental question is this: What is the purpose of the financial services sector?
We do not believe there is anything fundamentally wrong with financial services. On the contrary – we are conscious capitalists and we believe that it is because of the profound importance of financial services that we care enough about it to ask what its purpose ought to be. We explore this question in great detail; and we come up with what we think are rather compelling answers.
Technology is a friend of transparency; which in turn is a friend of truthfulness and trustworthiness. We consider what can be done to fully harness the transformational power of technology to get us away from the clunky and clumsy legacy systems that act as a drag on efficiency and create a cost base that often prevents the public getting good outcomes.
There are serious questions to be asked including: What will be required to wholeheartedly take the financial services sector to and through the era of blockchain, AI and beyond? How can we ensure that the transformational power of transparency that technology supports isn’t allowed to morph from scrutiny to surveillance?
The level of fines imposed by financial regulators is staggering. Some regulated entities stumble from one episode of malpractice, malfeasance, misconduct and mis-selling to another so frequently that one is forced to wonder if they may be recidivist to the point of being rancid. The data shows there is something seriously wrong.
But what’s to be done about it? Perhaps consumers can be protected by a bill of rights? Perhaps financial education will defend people from their own uninformed decisions? Perhaps the true potential of suitability as set out by the Suitable Advice Institute shines can help to protect consumers from harm.
It’s simply not possible for people to readily trust that which they do not understand. That harsh reality should give us some clues about the importance of communicating in a clear, authentic and helpful manner. However, if there’s one thing that the financial services sector is particularly poor at, it’s comms.
We know that because the financial services industry is the least trusted of all sectors.
The good news is that there are many initiatives the sector can embrace that will make a positive difference, quickly; and this section sets out several of them.
Managing risk properly requires a good understanding of the past, the present and what is possible in the future. That understanding requires clear, intelligible information that can be relied upon for accuracy and authenticity. It is therefore crystal clear that transparency is a faithful servant to risk management.
There are many facets to risk. We explore why there is a worrying imbalance between the attention paid to the analytical/mathematical versus the psychological/emotional; and how the confluence of financialisation and financial liberalization was a precursor to atrocious risk management that society will be paying for, for decades to come.
Even just a casual analysis of the financial services sector will show that it is plagued with poor governance, even today. All this, despite billions and billions in fines, hundreds of thousands of people around the world employed in compliance and governance roles, and over 10,000 people having committed suicide due to the consequence of malpractice, malfeasance, misconduct and mis-selling by the financial services sector.
We argue the case for radical corporate governance reform. And we show why the authorities need to take the actions required to eradicate conflicting priorities so that the world of commerce can steer society away from turmoil and turbulence; and towards composure and calm.
In financial services, the product design process is often driven by factors that do not lead to solutions that are faithful to real-world problems. This means there is often a disappointing and sometimes even dangerous disconnect between what the client requires and what the client actually gets. We explain how vital it is to get the suitability stage of any advisory process right. We argue why product suitability can only be truly meaningful if the products being matched to clients’ needs are well designed in the first place.
We show why complexity is toxic to trust; and what the financial services regulators and market participants can learn from the people that make toasters.
According to research by Oxford University, published in the British Journal of Psychiatry, some 10,000 additional suicides occurred as a consequence of the recession brought about by the Global Financial Crisis. That’s heart-breaking.
Furthermore, when financial markets collapse, so too does the public’s trust and confidence in the ecosystem itself. We have a duty to evaluate any and all ideas that might help to mitigate the risk of further financial crises. To do that properly requires moving beyond just putting in place remedies to ensure the causes of the last financial crisis do not cause the next one. And of course, we need to ensure that warning signs are not irresponsibly ignored by the authorities. That includes warnings of pandemic risk.
The harsh reality is that there is a dearth of virtues-based leadership in the financial services sector. We consider the real reasons for that and explore what the consequences will be if things don’t change. There are very important questions to answer: What can our industry do to attract and retain virtuously minded people; and help ensure the wisdom they bring is recognised, rewarded and respected?
How can leaders reconcile the need to satisfy a range of stakeholders with often-conflicting priorities? Does the leaders’ dilemma necessarily lead to satisfying the primacy of shareholders at the expense of all other stakeholders?
Reward influences behaviour. Given that behaviour drives outcomes and that outcomes need to be significantly improved, it follows that the way reward influences the system needs to be scrutinised. We must evaluate the extent to which reward mechanisms are behind poor conduct. In particular, we need to understand the way senior executives are remunerated and to consider whether those arrangements may be a contributory factor in the transgressions perpetrated by the organisations they lead. Think of the Wells Fargo saga. We also need to ask whether there is a misalignment between organisations’ stated intentions, for example around ESG, and whether the reward mechanisms used evidence authenticity, or greenwash.
The Financial Services sector is riddled with opacity. Opacity comes in many forms. There is opacity where organisations fail to disclose; but there is also opacity where organisations disclose, but in a manner that swamps consumers, and/or those acting for them with an avalanche of incomprehensible data.
That might count as disclosure in a technical and perhaps even legal sense; but it certainly isn’t what transparency is about.
Transparency is about providing clear, easy-to-understand, decision-ready information. Transparency is about telling the truth. Transparency is welcomed by all, apart from those that have something to hide.
It was at a meeting in London on May 6th, 2015 that the idea of having a “cultural transfusion” for our sector was first discussed. Now, 5 years on, acknowledge once again the vital part that culture plays in influencing the behaviour of people that work in the sector. But, even more importantly we go on to examine the ways through which cultural reform can take place.
We also consider how different organisational structures tend to create different organisational cultures; and through that analysis we contemplate whether mutuals and cooperatives have client-centricity hard-wired into their DNA. If they do, perhaps they may help to lead the positive, progressive and purposeful reform the financial system needs, and that we advocate.
Contents and Contributors
Foreword
Dr. Kara Tan Bhala,President and Founder, Seven Pillars Institute for Global Finance, United States of America
Preface
Andy Agathangelou, Founder, FTTF, FRSA, Founder of the Transparency Task Force, United Kingdom
Executive Summary and Explanation of the Art
Aowen Jin, FRSA, Artist and Social Commentator, United Kingdom and China
Why we must Rebuild Trustworthiness and Confidence in Financial Services
Laurence Wormald, Head of Applied Research, Sapiat, United Kingdom
Our Vision for Financial Services
Sue Jaffer and Nicholas Morris, Senior Researcher, Latrobe Law School; and Ajunct Professor, Latrobe Law School
……………………………………………….
Part I Transparency
1: Why we need a Global Transparency Index
Andy Agathangelou, Founder, FTTF, FRSA, Founder of the Transparency Task Force, United Kingdom
2: Rebuilding Trust in the Global Financial System
Richard Field, Director, Institute for Financial Transparency, United States of America
3: Financial Market Transparency builds trust against fundamental uncertainty through a human-centric business model
Paolo Sironi, Author & IBM thought leader, Italy
4: Trust is a Brand Because it Communicates Risk and Agency Cost Mitigation
Nell Minow, Vice Chair, ValueEdge Advisors, United Sates of America
5: The True Meaning of Transparency
Larry Bates, Founder, The Wealth Game, Canada
6: Providing the Transparency Needed for Financial Decisions
Willi Brammertz, Ph.D and Hon. Allan I. Mendelowitz, Ph.D Chairman, ACTUS Users Association,Switzerland; and President, ACTUS Financial Research Foundation, United States of America
7: Private Equity in US Public Pensions – Secrecy is above the law
Chris Tobe, CFA, CAIA, Chief Investment Officer, Hackett Group, Unites States of America
8: Online Transparency: Our Right – and Our Duty!
Greg LeRoy and Philip Mattera, Executive Director and Research Director, Good Jobs First, United States of America
9: What is fact?… What is Opinion?
Suzanne Cook, CEO and Creator, Ainstein and Stocksmart, United States of America
10. The Right Kind of Transparency
Iwein Borm, Founder, InfinIT Partners, Netherlands
11: Recommendations for change: Transparency
……………………………………………….
Part II Leadership
12: Why it’s threatening to change, and what to do to make it safer
Graham Boyd, PhD, FRS, FTTF, CEO of Evolutesix
13: The creation of an advisory ecosystem
Peter Schmid, FTTF, Managing Partner, iamdix.com LLC, Master of Advanced Studies (MAE) in Applied Ethics, Switzerland
14: Understanding and developing virtues to lead with wisdom
George Kinder, President and Founder, Kinder Institute of Life Planning, United States of America
15: Teaching Virtue in Finance Programs of Business Schools
Dr. Kara Tan Bhala, President and Founder, Seven Pillars Institute for Global Finance, United States of America
16: A set of virtues must be adopted by leaders, and accomplished as a corporate collective
Brad Collins, Principal, Insightful Coaching Solutions, BBus, DipFinServ, CertMktPrac, FCPA, NLP Master Prac, Australia
17: How to Avoid the 4 Mistakes “Values-Driven” Organizations Make
Alan Williams, BSc, FHCIMA, Founder and Director, Servicebrand Global Ltd, Founder, Global Values Alliance, United Kingdom
18: Recommendations for change: Leadership
……………………………………………….
Part III Communication
19: Stopping the use of incorrect calculations that mislead us about past results
Andre Mirabelli, Ph.D., Managing Director of Performance Analytics, Opturo, United States of America
20: The magic number that helps investment businesses communicate better
David Butcher, Managing Director, Communications & Content, United Kingdom
21: The vital role of selfless listening in authentic communication
George Kinder, President and Founder, Kinder Institute of Life Planning, United States of America
22: The Global Financial Sector Now Needs Credible and Authentic Communications
Sangeeta Waldron, M.A. English Literature, B.A. (Hons); Founder of Serendipity PR & Media; Award Winning Publicist and Author of the PR Knowledge Book, United Kingdom
23: Why people take financial advice from a fish and chip shop rather than from us, and what we can do about it
Simon Grover, Director, Quietroom, United Kingdom
24: Authentic Communications
Susan Cuff, Director, Cuff Associates, United Kingdom
25: Recommendations for change: Authentic communications
……………………………………………….
Part IV Product design
26: Start with purpose: Make money by solving problems, instead of creating problems by making money
Andrew Mills, MA, ACA, MCSI, FRSA, Director, Insight Financial Research, United Kingdom
27: Recommendations for change: Product design
……………………………………………….
Part V Risk management
28: Systematic decision-making processes, and how they lead to trust and improved performance
Magdalena Smith, Founder & CEO, BehaviourLab, United Kingdom
29: Restoring trustworthiness—what’s a reputation worth?
Peter Terence Hanlon, Board Member and Treasurer at the Rotary Club of Melbourne, Australia
30: Recommendations for change: Risk management
……………………………………………….
Part VI Technology
31: A Massive Online Research Collaboration for Financial Transparency Rebuilding Trust Through Context
Daveed Benjamin, CEO/Visionkeeper, Bridgit.io, United States of America
32: Faster, Safer DB Transfers are Within Reach
Margaret Snowdon, OBE, MA (Hons), FPMI, FPAS, President of the Pensions Administration Standards Association (PASA), United Kingdom
33: How blockchain and regtech can reshape transparency in Financial Services
Musheer Ahmed, Founder and Managing Director, FinStep Asia, Hong Kong
34: Trusted AI: the essential component for trustworthy services
Clara Durodié, Executive Chair, Cognitive Finance Group, United Kingdom
35: Recommendations for change: Technology
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Part VII Protecting consumers from harm
36: Serving the needs of the most vulnerable consumers
Adrian Tupper, MSc, MBACP, Counsellor in private practice, former financial services professional and owner of the moneyquestioner.co.uk blog, United Kingdom
37: Pension Scams Industry Group: Reflections and The Way Forward
Tommy Burns, Deputy Chair of Pension Scams Industry Group (PSIG) and Financial Crime Manager, Customer Operations, Standard Life, United Kingdom
38: The Case for a Financial Consumer’s Bill of Rights
Stefan Pagacik, CEO and Co-founder, AI4Impact, United States of America
39: Economic Accountability and Deterrence
Paul Bates, Bates Barrister, Founder, Paul Bates Barristers, Canada and United Kingdom
40: Replacing regulators with stakeholder advocates / management mentors
Dr. Shann Turnbull, FAICD, FGIA, SF Fin, FIML, FRSA, FCIS, Primcipal, International Institute for Self-Governance, Australia
41: Improving Consumer Protection in Financial Services
Nicholas Morris, Adjunct Professor, Latrobe Law School, Australia and United Kingdom
42: Five essential steps to restore trust in financial advice
Paul Resnik, CEO, Suitable Advice Institute, Australia
43: Back from the brink of suicide
Sue Flood, Scam Victim, United Kingdom
44: Recommendations for change: Consumer protection
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Part VIII Financial stability
45: Infrastructure investing: Increasing financial stability and prosperity
Boris Galonske, Managing Director, Silverbergh Partners, Switzerland
46: Increasing Financial Stability with Better Systemic Risk Management
Markus Krebsz, FRSA, Chartered MCSI, GRCP, GRCA, UNECE GRM – Member, Coriolis Technologies Ltd. – COO/CRO, Germany and United Kingdom
47: Recommendations for change: Financial stability
……………………………………………….
Part IX Responsible reward
48: Pay must be more transparent to reach global goals
Corinne Carr, Remuneration Consultant, PeopleNet Ltd, United Kingdom
49: Transparency and Egalitarian Wealth Creation, the roads ahead for 21st century financial services
Hugh Carter Donahue, Ph.D., United States of America
50: Fresh thinking on aligning the interest of investment managers with their clients to provide better value for money
Dan Brocklebank, UK Director, Orbis Investments, United Kingdom
51: Recommendations for change: Reward
……………………………………………….
Part X Cultural reform
52: Through Cultural Reform
Robert Dellner, Ph.D., Managing Partner, I3 Partners Limited, United Kingdom
53: Could treating others as you’d like to be treated yourself plus education and engagement unlock the true potential of financial services?
Terry Webster, MBA, FIA, BSc., Consulting Director, Lindis Consulting, United Kingdom
54: Overcoming Cultural Obstacles to Trust, Transparency and Change
Andrew Aitkenhead, Partner, Axxelate Limited, United Kingdom
55: Cultural reform through the adoption of co-creation
Darryl Claret, Partner, Axxelate Limited, United Kingdom
56: We are the culture: Reckoning, restoring, and recovering trust in financial services
Loretta L.C. Brady, Ph.D., MAC, Professor, Director, Requity Labs, Psychology Department, Saint Anselm College, United States of America
57: A positive approach to developing a positive culture
Mark Turner, BSc. ARCS FCA, Managing Director, Duff & Phelps, United Kingdom
58: Four Keys to Cultural Change
Richard Emery, Bank Fraud Investigator, 4Keys International, United Kingdom
59: The raspberry ripple effect
Robin Fieth, BA. FCA, Chief Executive, the Building Societies Association, United Kingdom
60: Moving beyond wishful “tone at the top” to engage everyone in the Conduct conversation
Dr. Roger Miles, PhD (Risk), KCL; MA Hons and Scholar, Oxon; FRSA; MRSA; Cert.Ed., London; Cert. Risk, Harvard Co-Founder and Joint Head of Faculty, UK Conduct and Culture Academy; Cert. Practitioner, CultureScope, United Kingdom
61: Bad working cultures can lead to harmful reputations
Guinevere Taylor, Director – EMEA Business Developement at RBC Global Asset Management, United Kingdom
62: Bank culture – Just Change it!
Michael Gearin, BA, BCom, ACA, Consultant and experienced banker, Australia
63: Recommendations for change: Cultural reform
……………………………………………….
Part XI Governance
64: Restoring Trust through Better Governance
Dr. Anna Tilba, Associate Professor in Strategy & Governance, Durham University Business School, United Kingdom
65: Better Governance and Regulation
Nicholas Morris, Adjunct Professor, Latrobe Law School, Australia and United Kingdom
66: Best governance is ecological self-governance
Dr. Shann Turnbull, FAICD, FGIA, SF Fin, FIML, FRSA, FCIS, Principal, International Institute for Self-Governance, Australia
67: Why voting for a SNAC will help rebuild trustworthiness and confidence
Gavin FL Palmer, BEng (Mech), Former Founding Director of ShareSoc, United Kingdom
68: Walking the talk
Graham Boyd, Phd, FRS, FTTF, CEO of Evolutesix
69: The Failure of Corporate Governance in UK Banking and Throughout the Regulatory Perimeter
Nigel Harper, FCBI, Chartered Banker, MBA Banking, FCIB, ACIB, CeMap, Awarding Body Board Member Moody’s Global Retail Banking Academy International and Examiner, United Kingdom
70: Recommendations for change: Governance
……………………………………………….
Part XII Purposefulness
71: Placing Stewardship at the heart of our industry
Eoin A Murray, Head of Investment, the International Business of Federated Hermes, United Kingdom
72: Purpose, Trust and Alienation in Financial Services
Jon Lukomnik, Managing Partner, Sinclair Capital and Senior Fellow, High Meadows Institute, United States of America
73: Changing the goal
Martin Rich, Co-Founder & Executive Director, Future-Fit Business, United Kingdom
74: Pivoting towards customer capitalism would allow clarity on obligations and responsibilities and enable a true holding to account for performance
Sue Jaffer, Senior Researcher, La Trobe University, Australia and United Kingdom
75: What can the Financial Services Sector do in times of global crisis and influence leadership?
Antonio Potenza, MBA, Managing Partner, Proodos Impact Capital, United Kingdom
76: The ‘Why?’ question
Saker Nusseibeh, CBE, CEO, International at Federated Hermes, United Kingdom
77: The New Ecosystem for Social Change
Darby Hobbs, CEO/Founder, SOCIAL3, Adjunct Professor, Boston University and Author, The NEW WAY: Getting at the Heart of the Matter, Connecting the Heart, to the mind, to the Wallet, United States of America
78: Recommendations for change: Purposefulness
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The final chapter that is anything but, the final chapter
Andy Agathangelou
Acknowledgements and heartfelt thanks
Andy Agathangelou
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