13 Bankers

This book convincingly argues that banks that are to big to fail should not be tolerated. They have no incentive to control their risks and their political power is too big. They should be broken up into smaller pieces. For instance, one could forbid an institution to be both, a saving bank and an invenstment bank. It might be wise to put a limit to the size of a bank, said limit could be higher (e.g. twice higher) for a saving bank (less risky) than for an investment bank (more risky).

Lessons from "out of the ashes"

If you are proposed a position as a new CEO for a company, make sure to know why the board of director proposes you this job. You should know what their expectations are so that you know on what their trust relies
In time of crisis, a new CEO has an advantage over the previous one: The benefit of the doubt amongst his employees.
It is primordial for a new CEO to inspire trust. For this, he must speak out the truth.
Other tasks he should endorse are :

• induce the adequate sense of emergency to the staff,
• capitalising on good news,
• give the good example (no luxuries if cost reduction is asked to the employees),
• be at the heart of the action (open door policy, no ivory tower).

Important values must be either made permanent and obvious to all through the use of symbols, or repeated at every occasions.