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Missing critical mass
Lost leverage
The problem is an envious one: quality people, exceptional market
potential and products. 'Only, no man is an island,' says the Irish
Fergus Murphy. 'Each of our footholds has been built judiciously; the
challenge now is to create more synergy between our individual
offices in the region, to create more critical mass and business flow.
With the further development of an Asia coverage model we can
pool our resources, sector knowledge, systems, cliënt base and risk
management. By pooling our resources, not only can we realise the
potential each country offers, but we can also efficiently access the
potential the region offers with cross-border business.'
The problem can be likened to a manufacturing company in which
the capacity utilisation is too low. Rajesh Srivastava, Team Leader of
the Strategy Asia Team (SAT) project explains, 'We have the
premises, the equipment, the input and the manpower, only the
utilisation is somehow blocked. It all boils down to critical mass. You
need an efficiënt use of resources, not only by Product or Sector
Specialists and Relationship Managers but also in support functions
to be able to effectively scale the business.'
Business opportunities around the region
needed to be originated and followed
with more of a 'one-team' approach.
Srivastava continues, 'It's partly context as
well, in Asia we have not historically
pursued cross-border business for a
couple of reasons, including cultural and
ethnic. Professionally speaking, why
should someone from China call
someone in India to share a deal when
the structure is not fully in place to
recognise and reward such cross-border
effort? SAT looked into this blockage and
found the mechanisms to recognise such
sharing of cross-border business, and
also to establish a system within offices
so that Relationship Managers and
Product Specialists are also willing to
promote other products.'
The Word
