Another clue that big banks are doomed . . .

It is well enough that people of the nation do not understand our banking and monetary system, for if they did, I believe there would be a revolution before tomorrow morning.
-Henry Ford

Over the past several months I have written in my blog about corporate culture and more specifically, the banking culture.  My point is that unless the senior leaders of the big banks take a good honest look at their culture, assess its strengths and weaknesses, and focus on building aligned, team based cultures, their ability to rebuild the “image of banking” and help grow the global economy will be significantly jeapordized.

After all, culture impacts performance and organizations are shadows of their leaders.

So recently I read an article about J.P. Morgan and CEO Jamie Dimon that gives me a giant clue about the current banking culture.  JPMorgan Execs Are So Obsessed With Getting Close To Dimon, They Even Have A Chart.  How do you react after reading this article?

Is this where you want to bank?  Is this the group you want advising you on your next investment or acquisition? Are these the people we want guiding our global financial markets?

In my mind when leadership is more focused on getting close to the CEO than getting close to the customer, the end is near!

Tight Lines . . .

John R Childress

E |      T | +44 207 584 3774      M | +44 7833 493 999

About johnrchildress

John Childress is a pioneer in the field of strategy execution, culture change, executive leadership and organization effectiveness, author of several books and numerous articles on leadership, an effective public speaker and workshop facilitator for Boards and senior executive teams. In 1978 John co-founded The Senn-Delaney Leadership Consulting Group, the first international consulting firm to focus exclusively on culture change, leadership development and senior team alignment. Between 1978 and 2000 he served as its President and CEO and guided the international expansion of the company. His work with senior leadership teams has included companies in crisis (GPU Nuclear – owner of the Three Mile Island Nuclear Plants following the accident), deregulated industries (natural gas pipelines, telecommunications and the breakup of The Bell Telephone Companies), mergers and acquisitions and classic business turnaround scenarios with global organizations from the Fortune 500 and FTSE 250 ranks. He has designed and conducted consulting engagements in the US, UK, Europe, Middle East, Africa, China and Asia. Currently John is an independent advisor to CEO’s, Boards, management teams and organisations on strategy execution, corporate culture, leadership team effectiveness, business performance and executive development. John was born in the Cascade Mountains of Oregon and eventually moved to Carmel Highlands, California during most of his business career. John is a Phi Beta Kappa scholar with a BA degree (Magna cum Laude) from the University of California, a Masters Degree from Harvard University and was a PhD candidate at the University of Hawaii before deciding on a career as a business entrepreneur in the mid-70s. In 1968-69 he attended the American University of Beirut and it was there that his interest in cultures, leadership and group dynamics began to take shape. John Childress resides in London and the south of France with his family and is an avid flyfisherman, with recent trips to Alaska, the Amazon River, Tierra del Fuego, and Kamchatka in the far east of Russia. He is a trustee for Young Virtuosi, a foundation to support talented young musicians. You can reach John at or
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1 Response to Another clue that big banks are doomed . . .

  1. Pingback: Bankers “must be better citizens” says Bob Diamond, Barclays CEO | John R Childress . . . rethinking leadership

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