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Dangerous Markets

Managing in Financial Crises. 14:B&W 6 x 9 in or 229 x 15…
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Titel: Dangerous Markets
Autor/en: Dominic Barton, Roberto Newell, Gregory Wilson

ISBN: 0471226866
EAN: 9780471226864
Managing in Financial Crises.
14:B&W 6 x 9 in or 229 x 152 mm Case Laminate on White w/Gloss Lam.
Sprache: Englisch.
John Wiley & Sons

16. September 2002 - gebunden - 322 Seiten

A corporate guide to crisis management in volatile financial markets
Current financial crises in Argentina, Japan, and Turkey are being played out on the front pages of newspapers, and these are just the most recent financial crises that have rolled across the globe in the last decade and whose far-reaching impact hurts business around the world. Dangerous Markets: Managing in Financial Crises recognizes that no global corporation or financial institution can afford to ignore the potential of a financial storm and will help top management and financial professionals navigate through this often disastrous maze.

While many books discuss financial crises and their ramifications, none has presented an action plan for managing these storms-until now. Dangerous Markets: Managing in Financial Crises presents a method that allows executives and financial professionals to recognize the warning signs of a financial crisis and act appropriately before the situation spirals out of control. Based on years of research and practice in cleaning up the mess, McKinsey consultants Barton, Newell, and Wilson reveal the warning signs of potential financial catastrophes and provide unique principles that can be followed to shape and manage a strategy for survival.
Preface.

Why Manage Financial Crises Proactively?

Why We Wrote Dangerous Markets.

Acknowledgments.

CHAPTER 1: Introduction to Dangerous Markets.

Financial Storms Are Destabilizing.

Financial Crises Can Be Understood, Anticipated, Managed, and Prevented.

What This Book Is and Is Not.

Who Needs to Read Dangerous Markets?

Part I: Understanding Financial Crises.

Part II: Earning the Right to Win.

Part III: Managing Unique Banking Risks.

Part IV: Building for the Future.

PART I: Understanding Financial Crises.

CHAPTER 2: Recognizing New Global Market Realities.

Increasing Risk of Financial Crises.

Why Financial Crises Are on the Rise.

You Can Run, But You Can t Hide From Crises.

Looking Ahead.

CHAPTER 3: Using Crisis Dynamics to See Growing Risks.

The Chronology of a Crisis.

The Dynamics of a Financial Crisis.

The Corporate Sector: Assessing Value Destruction.

The Financial Sector: Banks in Distress.

Understanding the Impact of Macroeconomic Catalysts, Foreign Funding, and Asset Bubbles.

Conclusions and Outlook for Future Crises.

Appendix 3.1: Ten Warning Signs of a Financial Crisis.

Appendix 3.2: Estimating Value Destruction in the Economy.

Appendix 3.3: Why Corporate Sectors Underperform in Crisis Economies.

PART II: Earning the Right to Win.

CHAPTER 4: Managing the First Hundred Days.

Taking Five Tactical Steps When a Crisis Hits.

Developing a Crisis Management Approach.

Managing the CEO Agenda.

Appendix 4.1: Painting the Picture of a Financial Crisis.

Appendix 4.2: How Companies Can Strengthen Funding Before a Crisis.

Appendix 4.3: Using Scenario Planning in Financial Crises.

CHAPTER 5: Capturing Strategic Opportunities After the Storm.

Recognizing Significant Opportunities in a Crisis.

Moving from Boundaries to Greater Degrees of Freedom.

Executing Successfully to Capture Crisis Opportunities.

Appendix 5.1: Leveraging Strategic Opportunities in Financial Crises: The Successful Story of NCNB.

PART III: Managing Unique Banking Risks.

CHAPTER 6: Driving Successful Bank Turnarounds.

Ensuring Turnaround Success: Seven Management Actions.

Mellon Bank s Successful Turnaround.

Christiana Bank s Successful Turnaround.

Filanbanco s Failed Turnaround.

Government Stewardship of Troubled Banks.

Government s Role in Bank Turnaround Strategies.

Appendix 6.1: Building a Rationale for Official Support in a Financial Crisis.

CHAPTER 7: Minimizing Costs Through NPL Recovery Excellence.

Developing World-Class NPL Recovery Capabilities.

Special Issues Raised When NPLs Are Managed by Governments.

Management Lessons: Good Banks/Bad Banks in Scandinavia.

PART IV: Building for the Future.

CHAPTER 8: Strengthening System Safeguards.

Moving to Global Standards for Corporate Governance.

Adopting Better Accounting Standards.

Developing Capital Markets.

Resetting Regulatory Regimes.

Building an Effective Legal Foundation.

Appendix 8.1: Sixteen Elements of Good Corporate Governance.

Appendix 8.2: Singapore s Development as an International Financial Center.

Appendix 8.3: The Discipline of the Market for Corporate Control: Issues for CEOs.

CHAPTER 9: Designing a New, Market-Driven Financial Architecture.

Recognizing the Limitations of Current Standards and Approaches.

Enhancing the Private Sector s Role in Setting Standards to Reduce the Risk of Future Crises.

Appendix 9.1: FSF Compendium of Standards.

Endnotes.

Glossary.

Index.
DOMINIC BARTON is a director with McKinsey & Company and managing partner of the Firm's Korea practice. He also is a leader in the Firm's financial institutions practice. Barton has advised the Korean Financial Supervisory Commission on restructuring their banking system as well as strategized with the Monetary Authority of Singapore. He led a major McKinsey study on how to transform companies into sustainably high performers and has led numerous studies for private and public sector clients in the financial sector. He holds an M. Phil. in economics from Oxford University, where he was a Rhodes Scholar, and a BA in economics from the University of British Columbia. ROBERTO NEWELL is a former director at McKinsey & Company where he led projects for governments and private sector clients in financial crisis. Dr. Newell has served clients immersed in financial crises throughout the Americas, including Argentina, Colombia, Ecuador, Mexico, the United States, and Venezuela. He holds a BA and MA from the Universidad de las Americas in Mexico and a PhD in economics from the University of Texas at Austin. A Mexican citizen, he is currently CEO of FESSA (Fondo de las Empresas Expropiadas del Sector Azucarero), a Mexican government entity charged with turning around and privatizing twenty-seven failed sugar mills. With Luis Rubio Frieberg, Newell wrote an award-winning book on Mexico's financial crisis of the 1980s, entitled Mexico's Dilemma: The Political Origins of Economic Crisis. GREGORY WILSON is a principal in McKinsey & Company's Washington, D.C. office, specializing in strategic issues that affect private and public sector clients in the financial services industry. Wilson has worked on financial sector restructuring around the world, including many recent crisis countries in Asia and South America, and has conducted numerous client studies on policy, strategic, regulatory, and structural issues. He holds a BA in history, and politics and government from Ohio Wesleyan University. From 1974-1976 he attended the Fletcher School of Law and Diplomacy where he studied international business and law. Prior to joining McKinsey, Wilson served as Deputy Assistant Secretary for Financial Institutions at the U.S. Treasury Department during the U.S. savings and loan crisis.
"an intriguing methodology to spot pre-crisis warning signs... some practical solutions" (Financial Times, 30 December 2002)
"offers a practical guide for all major participants in a financial crisis." Foreign Affairs , March 2003 (United States).

"a hefty chuck of valuable intelligence that deserves the hours of serious study it demands of a reader." Far East Economic Review, February 27, 2003 (Asia).

"highly readable and actually a quick read. . . a management toolkit, with all the tools neatly arranged. . ." Business World, October 16, 2002 (Philippines).

". . . an intriguing methodology to spot pre-crisis warning signs . . ." Financial Times, December 30, 2002 (United Kingdom).

"popular in German banking circles. . . deals with the warning signals relating to financial crises. . . and ways of dealing with them. . ." Handelsblatt, February 21/22, 2003 (Germany).

"The timing . . .couldn't be better. As political crises continue to escalate . . . companies need all the help they can get." Business Finance, February 2003 (United States).

". . .while many books discuss financial crises. . . [ Dangerous Markets presents] an action plan for managing them." Business World , October 15, 2002 (Philippines).

". . .point[s] to companies that have prospered in the past by seeing crisis as an opportunity to gain on . . . competitors." Wall Street Journal , October 14, 2002 (Asia).

". . . the ability of managers to . . . turn [changes] into opportunities . . . leads to many successful stories of companies highlighted in the book." Jakarta Post , October 12, 2002 (Indonesia).
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