Global bank governance in a structurally reformed world
Too complex to manage?
Global bank structures are changing, and regulators want continuous assurance that banks are well run. This report from our Centre for Regulatory Strategy sets out the new reality for governing global banking groups in the context of structural reform and makes recommendations for where global banks should focus their energies in trying to tackle the challenges they face.
Managing global banks is inherently difficult, made more so by new post-crisis regulatory constraints which have increased the cost and complexity of governance structures. Global banks need to be able to play within the new rules of the game, which requires a focus on the structural, procedural and human capital solutions necessary to coordinate globally along multiple business lines and legal entities.
The industry has come a long way in recent years, but there is more that global banking groups can do to deal with the pressures of steering highly complex organisations through difficult economic, political and regulatory times.
This report makes recommendations for where global banks should focus their energies in trying to tackle the challenges they face, including:
- Senior management understanding of organisational structures;
- Responsibility for internal governance;
- Dual-hatting arrangements;
- Subsidiary board effectiveness;
- Policy governance; and more.
The Deloitte Centre for Regulatory Strategy
The Centre for Regulatory Strategy is a source of critical insight and advice, designed to help clients to anticipate change and respond with confidence to the strategic and aggregate impact of national and international regulatory policy.
With regional hubs in the Americas, Asia Pacific and EMEA, the Centre combines the strength of Deloitte’s network of experienced risk, regulatory, and industry professionals—including a deep roster of former regulators, industry specialists, and business advisers—with a rich understanding of the impact of regulations on business models and strategy.