Even bankers have to listen to their inner human
By Chris Hughes
A FEW YEARS AGO the world might have moved on after Standard Chartered Plc boss Bill Winters referred to job cuts as replacing “lower value, human capital” with “financial” and “investment capital” through technology. But it’s 2026 and everyone is obsessed with the impact of artificial intelligence on white-collar workers. Winters’ remarks risk overshadowing everything positive he wanted to say about the bank at an investor update on Tuesday. Worse, they may follow him around for a while.
The former JPMorgan Chase & Co. banker seems to have fallen into the trap that has caught out so many business executives before him: failing to see beyond his immediate context. He was speaking to the media, but the event in question was a scheduled update for financial analysts and investors. The place where you’re delivering a message in the here and now is a powerful force in determining what persona you present.
Using dehumanizing jargon when discussing large-scale headcount reduction may have felt normal after prepping for weeks to win over a capital-markets audience. The full slide presentation extends to 133 pages and clearly doesn’t have the general reader in mind.
The underlying point wasn’t so radical. Winters was discussing a specific technology upgrade project in Hong Kong and what would happen to the staff affected. Some would be “reskilled,” while others would take a redundancy package; all knew what lay ahead in advance of the project. More broadly, the headcount in corporate functions could fall by roughly 15% by 2030. Client-facing roles would form a greater part of the overall mix in the bank than back-office staff.
For shareholders, there was plenty to appreciate: StanChart’s revenue per employee could rise by about 20%. And none of this is so different from what’s going on in the rest of the banking industry. As a statement of fact, Winters’ summary was right. Companies are spending money on capital expenditure (say, for automation) to lower day-to-day operating expenses (say, workers).
And yet, it’s the form not the detailed content of the message that resonates.
“Human capital” is already an overused term in finance; “people” should suffice. It’s usually used favorably to convey a sense of the value of workers as a resource. But it starts to sound euphemistic when the topic is layoffs. The real problem was, patently, modifying it with the tone-deaf “lower value.”
There is something revealing in all this. Winters is an experienced executive and the risk with such individuals is that they’re accustomed to handling public events unscripted. But it is telling that his own instincts didn’t make him pause before using that phrase. It’s a key skill of any chief executive officer to cultivate an inner voice that nags them about the job’s human aspects.
The episode might also have been avoidable. Has Winters spoken like this before? Could someone have warned him not to repeat it externally? It’s a reminder that bosses need to surround themselves with people incentivized to give frank and awkward feedback. CEOs should always be paranoid about what they’re not seeing. Ideally, top managers would use a vocabulary that doesn’t require them to switch register depending on their listeners. Easier said than done in corporate life, which has a language all of its own.
Ironically, StanChart under Winters has a reputation for being one of the more progressive global lenders when it comes to hybrid working. But it doesn’t take much for that to be pushed into the background. The bots don’t have emotions, but the wider audience does, and Winters has a repair job on his hands.
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