“HOW EXPERTS GAIN INFLUENCE”

“HOW EXPERTS GAIN INFLUENCE” Zohaib Nasr 10-4718

INTRODUCTION The case is about two British Financial Institutions: • SAXON BANK • ANGLO BANK

FOUR SPECIFIC COMPETENCIES • TRAILBLAZING • TOOLMAKING • TEAMWORK • TRANSLATION

TRAILBLAZING “Finding new opportunities to use expertise” • Saxon Bank Consistently scanned the company and external environment for Opportunities to make a difference • Anglo Bank Scanned the environment and talked to business generators regularly so as to catch wind of developments that could affect their portfolio risk

TOOLMAKING “Developing and deploying tools that embody and spread expertise” • Saxon Bank Developed tools such as quarterly risk reports, the scenario templates, and the early warming system • Anglo Bank Developed Companywide tools such as economic capital models

TEAMWORK “Using personal interaction to take in others’ expertise and convince people of the relevance of your own” • Saxon Bank The CRO n her officers incorporated business managers’ insights and made sure everyone could understand the findings • Anglo Bank Managers did nothing to extend risk management’s influence throughout the organization

TRANSLATION “Personally helping decision makers understand complex content” • Saxon Bank Managers are not using technical Jargons • Anglo Bank Managers are using technical Jargons

Questions?

“HOW EXPERTS GAIN INFLUENCE”