Page 5 - HSBC (D) Teaching Note
P. 5
acquisition by HSBC. But this did not apply to all of them
e.g. money laundering.
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?
