Page 102 - Flip Banks TG
P. 102
In a sense the strategic leadership, prior to 2012, abrogated
their responsibility to run HSBC as a unified whole in favour
of quasi-autonomous divisions with little operational
oversight and integration.
Where HSBC should, after the 2008 financial crisis, have had
Financial Health
Strategic Health and
Operational Health
it had in effect only elements of each category and these
were based upon its size rather than strategic vision.
Ultimately this gave rise to questions about whether it was
too big to fail, too big to jail, too big to manage and too big
to succeed?
