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Politics after business

JAMIE DIMON is the current chairman and CEO of JPMorgan Chase & Co. — FORTUNE LIVE MEDIA - FLICKR

He is indeed the last man standing in the aftermath of the 2008 financial crisis. Duff McDonald wrote about him in his 2009 book Last Man Standing: The Ascent of Jamie Dimon and JPMorgan Chase. Describing Wall Street post crisis by its flaws— the hubris and the greed — McDonald focused on the opposites that seem to mark him: clarity, consistency, integrity and courage. With his close adherence to such values, he emerged the dominant banking executive of that era, McDonald pointed out.

Jamie Dimon is the current chairman and CEO of JPMorgan Chase & Co. He assumed leadership in 2006 and expects to remain its CEO for the next three and a half years. Forbes puts his net worth at some $2.2 billion while Fortune reported that he called himself “full-throated, red-blooded, patriotic, unwoke, capitalist CEO.” He is not exactly a fan of Donald Trump, having supported anti-Trump Republican candidates in the past.

Business Insider reported that it is not uncommon that some people love to describe him as being in the same league as Ivan the Terrible: “The news that Jamie is flying in is similar to being told that Ivan the Terrible is coming for tea.” After being fired from Citigroup for professional reasons, he became CEO of Bank One in 2000. Dimon became the president and chief operating officer of the merger between Bank One and JPMorgan in 2004, and later in 2006 its CEO. He distinguished himself in JPMorgan when he slashed expenses across the board, putting an end to some of the bank’s unnecessary entitlements, and even cutting in half its managers’ compensation in two years.

One banker was quoted to have said: “He’s going down like cod liver oil.”

But Dimon grew fast in his role as some kind of a senior statesperson. He was instrumental in rescuing some banks from collapse during the 2008 financial crisis. JPMorgan bought Bear Stearns and acquired Washington Mutual, at the time the largest US savings and loan institution. More recently, he worked with Treasury Secretary Janet Yellen and Fed Chair Jim Powell to rally the leaders of the 11 major banks to contribute $30 billion to prevent First Republic from collapsing following the fall of Silicon Valley Bank and Signature Bank.

There was no turning back for JPMorgan under Dimon. Its value skyrocketed and led American banks in terms of domestic assets, market capitalization, and stock value. Bloomberg reported that JPMorgan’s stock value has tripled since Dimon’s assumption as CEO, with an annual profit of about $50 billion.

But Dimon is definitely not above scandal.

Ten years ago, JPMorgan lost $2 billion from risky, unsecured, and derivatives-types trading. Under Dimon’s leadership, Richard Eskow wrote for HuffPost on May 14, 2012, JPMorgan “has paid billions to settle charges that include perjury and forgery, investor fraud and sale of unregistered securities.”

More seriously, JPMorgan has been accused, while under Dimon’s leadership, of allegedly keeping the late sex offender Jeffrey Epstein and his associates as customers despite a number of red flags, reported the Financial Times on Feb. 24, 2023. In fact, no less than the US Virgin Islands has accused JPMorgan of “knowingly, recklessly and unlawfully” facilitating the provision of funds paid to Epstein’s alleged recruiters and victims. Epstein pleaded guilty to state prosecutors in Florida in 2008, was charged by federal prosecutors in New York in 2019 with sex trafficking and abuse but died of suicide in jail a few weeks later.

It is the same JPMorgan Chase CEO who last Monday sent out his annual letter to his shareholders giving his perspective on key issues he thought are existentially important to the success of the firm’s operations and its future viability. Conscious of his enormous influence, Dimon this year dwelt on artificial intelligence (AI), regulatory issues, geopolitical and military conflict and the role of the US, the economy, and JPMorgan’s strategies to advance its various initiatives to achieve diversity and inclusion, some of today’s buzzwords.

On AI, he claimed that JPMorgan is seriously leveraging on it in at least 400 applications. AI helps his firm in detecting fraud, finding new marketing strategies, and deciding on whether generative AI could enhance customer service or software development. There are many gray areas in how AI could change the business landscape, but for Dimon, AI is analogous to the printing press, the steam engine, electricity, computing, and the internet. “We are completely convinced the consequences will be extraordinary and possibly as transformational as some of the major technological inventions of the past several hundred years.”

On regulatory issues, Dimon observed that the financial system appears very highly regulated. More rules were issued after the 2008 global financial crisis’ draconian legislation now known as Dodd-Frank Act. He did not argue against financial regulations per se, but what he railed against was too much regulation: “It would probably be an understatement to say that some are duplicative, inconsistent, procyclical, contradictory, extremely costly, and unnecessarily painful for both banks and regulators.” This is something we also hear from some more medium-sized banks — that they may not have the resources to comply with all these regulations. At least in the Philippines, as far as we know, there is greater collaboration between the regulators and the regulated sector, that the consistency of such partnership should result in less confusion and regulatory uncertainty.

With 28,000 words and numerous footnotes, this year’s letter to the shareholders also talked about geopolitics. Dimon argued that the US should strengthen its place as the world economic leader. He was categorical in reasserting the US’ pivotal role in global politics and economy. He believed the US should remain dominant and this would require a robust economy for support. “In the free and democratic Western world, and, in fact, for many other countries, there is no real or good alternative to America. The only other potential superpower is China.”

He criticized American leadership by saying that the US underestimated China’s economic power. “It’s also true that China has been comprehensively and strategically focused on these economic issues, all while we slept.” Ever a chief executive, Dimon is never for crying over spilled milk. He said, “let’s just fix it.”

He pointed out threats from three angles: overreliance on China in the supply chain, relying on potential adversaries for strategic supplies like in pharmaceuticals and electronics, and weakening other countries’ economic positions and in the process driving them to rely on US’ adversaries.

Dimon is no different from many cold warriors. He argued that America remains the richest nation on earth, and this should not be lost on the Americans in keeping its military strength and, in more palatable words, maintaining its economic and military presence all over the world. This is no less than “Pax Americana.”

Finally, on the economy. Dimon expressed more skepticism than many market pundits. With the market’s 70%–80% probability of a soft landing, the JPMorgan top honcho believed “the odds are a lot lower than that.” Always forward looking, Dimon claimed JPMorgan is braced for various outcomes including interest rates from 2% to 8%, from recession to a robust economy.

This is based on the JPMorgan CEO’s view that inflation may be sticky. This is validated by the US Bureau of Labor Statistics’ announcement of a higher March inflation of 3.5% due to elevated housing and fuel prices.

Dimon’s skepticism also derives from heavy public spending and rising deficits. “The deficits today are even larger and occurring in boom times — not as the result of a recession — and they have been supported by quantitative easing, which was never done before the great financial crisis.”

Why talk about Dimon?

As some kind of a senior statesperson in the financial world, Dimon is undeniably an influential figure, his perspective truly expansive. Some quarters consider him a presidential timber. In fact, Pershing Square Capital Management’s Bill Ackman — he of the hedge fund activist investment fame — tweeted that Dimon should run for president in the upcoming 2024 elections. Obviously, he was triggered by Dimon’s own admission that one day, he would like to serve his country “in one capacity or another.” Six years ago, he even announced he could take on then President Donald Trump.

In subsequent announcements, Dimon regretted having declared his political intention. JPMorgan itself also issued a statement that “as he has said in the past, Jamie has no plans to run for office.”

But politicians, or would-be politicians, could always be duplicitous in speech or action. As the Scripture warns us, by their fruits, you shall know them.

In his case, Dimon has noticeably pushed JPMorgan in new directions that CNBC described as “attempting to tackle some of the country’s intractable issues including healthcare, economic disparity, and urban blight.” If he could deliver on these existential public issues, as he did for JPMorgan, avoiding those transgressions of the past, there is politics after business.

 

Diwa C. Guinigundo is the former deputy governor for the Monetary and Economics Sector, the Bangko Sentral ng Pilipinas (BSP). He served the BSP for 41 years. In 2001-2003, he was alternate executive director at the International Monetary Fund in Washington, DC. He is the senior pastor of the Fullness of Christ International Ministries in Mandaluyong.

Tennis drama Challengers showcases Zendaya’s versatility

IMDB
IMDB

LONDON — Zendaya relished the double duty of producing Challengers, a tense drama set in the world of professional tennis, and starring in the film’s leading role.

“I think every time that you do it, you learn something new about yourself. You get to learn from your peers and grow,” said the Hollywood star, who previously produced Malcolm & Marie and her hit HBO series Euphoria.

“It allows for you to have a seat at the table to protect yourself and your fellow actors and community members,” Zendaya, 27, said as she premiered the movie in London on Wednesday.

In Challengers, directed by Luca Guadagnino, Zendaya plays Tashi Duncan, a self-confident former tennis champion who, following an injury, now coaches her husband Art (Mike Faist). When Patrick (Josh O’Connor), Art’s former best friend and Tashi’s boyfriend during their teenage years, suddenly reappears after over decade, problems from their intertwined past start seeping into their present.

“I just wanted to tackle a character that felt very multidimensional and had such depth to her,” said Zendaya.

“I think there’s a perception or an idea of who she is or that she’s trying to portray to the world, but I think there’s a lot falling apart inside.”

To ensure authenticity, the trio of actors immersed themselves into the world of tennis, creating a close bond in the process.

“We had a six weeks’ rehearsal and that included tennis training and gym work,” said Mr. O’Connor.

“I think the fact that we were on the same court for six weeks in the lead up meant that we were just sort of forced together. But we got on, we were really fortunate,” the British actor, 33, said.

Challengers marks the feature film screenwriting debut for Justin Kuritzkes, who drew inspiration from watching Serena Williams, Naomi Osaka, Daniil Medvedev, and Rafael Nadal in action.

“I became a really obsessive tennis fan a couple of years ago. And I started to think, what could I write that would be as exciting as tennis and what would make tennis even better? And for me, the answer of what would make tennis even better is to know what’s at stake for everybody in a really, microscopic way,” he said.

Audiences are in for an emotion-charged love triangle drama, said Mr. O’Connor.

“It’s about the complications of relationships and love and desire and co-dependency,” he said.

Challengers starts its global cinematic rollout, including in the Philippines, on April 24. — Reuters

Unions want say in upskilling, protection in event of layoffs

TESDA

By John Victor D. Ordoñez, Reporter

THE GOVERNMENT needs to consult with unions in reskilling and upskilling workers and ensure worker protections are in place in case of layoffs, a labor federation said.

“Social protection mechanisms should be in place as well so that as the upskilling process takes place, those that can’t cope (with new technology) … may be assured of unemployment insurance and placement services,” Federation of Free Workers Vice-President Julius H. Cainglet said in a Viber message.

“The gap that should be addressed is in the strengthening of workplace-based training to ensure that those already in the workforce are not left behind by these rapid changes in technology.”

American companies last month committed to invest over $1 billion in the Philippines, including digital upskilling programs that are expected to benefit more than 30 million workers.

The US Department of Commerce announced that Google will roll out a career certificate program in 50 virtual campuses in partnership with the Department of Trade and Industry (DTI).

Microsoft Corp. has also committed to partner with the DTI, the Bangko Sentral ng Pilipinas and the Department of Budget and Management to train jobseekers and students in artificial intelligence (AI).

Labor groups have urged the government to ensure these investment pledges materialize and that these programs improve the employment prospects of the workforce.

Mr. Cainglet said the Department of Education, the Commission on Higher Education and the Technical Education and Skills Development Authority must ensure students are prepared to face higher skill requirements when they start looking for jobs.

“Preparing the workforce for digitalization, the fourth industrial revolution and the emergence of artificial intelligence has long been in the labor agenda,” he said.

“In the end, these investments should directly result in generating decent and productive jobs that are sustainable and climate friendly.”

The International Monetary Fund has said adopting AI in the Philippine service sector could raise productivity.

Last year, President Ferdinand R. Marcos, Jr. signed into law a bill authorizing the creation of a national employment roadmap and an inter-agency body to draft a national strategy for job generation.

The law also aims to boost the competitiveness of the workforce through upskilling and reskilling programs.

In a report published July last year, the Asian Development Bank said 20% of Philippine workers face a “high risk of losing their jobs” due to automation.

SSS taps Metrobank Trust to manage P1.5B in funds

BW FILE PHOTO

SOCIAL Security System (SSS) has chosen Metropolitan Bank & Trust Co.’s (Metrobank) trust banking group to manage its P1.5-billion balanced fund.

“We are privileged to receive this mandate from one of the country’s largest pension funds as it signifies a vote of confidence in Metrobank’s leadership, expertise, and exceptional service standards in investment management,” Metrobank Trust Banking Group Head Jikee Reyes said in a statement.

“We look forward to extending our management proficiency to SSS’ valued clients, our fellow Filipinos,” Ms. Reyes added.

Metrobank Trust was awarded the mandate to manage SSS’ balanced fund in February. The mandate will run for three years, the bank said.

The bank’s trust banking unit is tasked to grow SSS’ balanced fund through investments in various equities and fixed-income assets.

“SSS underscored Metrobank’s track record for success, along with the capacity and the overall asset management performance of its Trust Banking Group, as the main drivers for choosing Metrobank Trust to be its local fund manager for its balanced fund, besting other bidders,” the bank added.

Metrobank booked an attributable income of P42.238 billion in 2023, up from P32.776 billion in 2022. — B.M.D. Cruz

Philippine Labor Force Situation

THE UNEMPLOYMENT RATE fell to a two-month low of 3.5% in February, even as more Filipinos joined the labor force, the Philippine Statistics Authority (PSA) reported on Thursday. Read the full story.

Philippine Labor Force Situation

PHL, Israel eye partnership on use of water technologies 

PHILIPPINE STAR/EDD GUMBAN

THE PHILIPPINES is working to forge partnerships with Israeli companies to use different technologies to increase water supply in the country.

“Very soon, everyone will hear about technologies coming from Israel, a nation that is quite known for innovations,”  Environment Undersecretary Carlos Primo C. David said on the sidelines of a water forum last week.

Israel Ambassador Ilan Fluss said the Israel delegation is in talks with local water companies to accelerate the country’s use of water sewage treatment and even desalination technologies.

“It is a continuous dialogue and hopefully we can see some progress in areas that are happening like desalination, UV filtration and disinfection,” said Israel’s Economic and Trade Mission to the Philippines Tomer Heyvi.

Earlier, Mr. David said that around 40% of the country’s population does not have a formal water supply.

“Israel is far away, they cannot succeed in the Philippine market without a good local arm. So new partnership is being forged and this is a one step before the project,” Mr. Heyvi added.

Non-revenue water refers to water that is not billed and is lost through leaks or illegal connections. Israeli companies offer solutions in identifying leaks within water company’s water networks by satellite.

Management of non-revenue water is a big part of the operations of the water concessionaires serving the Philippines’ capital such as the west zone concessionaire Maynilad Water Services, Inc. (Maynilad) and east zone Manila Water Co., Inc.

In 2023, Maynilad said it was allocating P16.5 billion to manage its water losses, while Manila Water has been ramping up its monitoring program to reduce water losses.

Aside from this, Mr. Fluss said local water companies are also interested in sewage treatment technologies, which treat wastewater to make it potable, as well as desalination technologies to make saltwater safe for consumption and irrigation.

Mr. Heyvi also said that water utility companies are also keen on automating their operations by tapping digital solutions.

Metro Pacific Investments Corp., which has a majority stake in Maynilad, is one of three Philippine units of Hong Kong-based First Pacific Co. Ltd., the others being Philex Mining Corp. and PLDT Inc.

Hastings Holdings, Inc., a unit of PLDT Beneficial Trust Fund subsidiary MediaQuest Holdings, Inc., has an interest in BusinessWorld through the Philippine Star Group, which it controls. — Ashley Erika O. Jose

Resilience through collective action: Responding to China’s gray-zone campaign

FREEPIK

THE numerous collision and water cannon incidents against Philippine vessels by the Chinese Coast Guard and its maritime militia arm are raising tensions in the South China Sea. In interview with the ABC in March, Philippine President Ferdinand Marcos, Jr. decried these belligerent actions, stating that a small mistake could lead to undesirable consequences. Meanwhile, several analysts and security experts view these incidents as a component of Beijing’s gray zone campaign aimed at legitimizing its fictitious 10-dash line claim.

Gray zone campaigns fall between peace and war. Activities within this ambiguous space are usually comprised of malign influence, disinformation, offensive cyber operations, and economic coercion, among others. These acts are vague and remain below the threshold of armed conflict. For instance, Beijing’s aggressive actions in the West Philippine Sea, combined with disinformation and cyberattacks against Philippine government agencies, are part of its alleged gray zone playbook. Moreover, its cyber-enabled influence operations remain part of a broader strategy intended to shape global public opinion and enhance China’s “international discourse power.” At this point, the pressing concern is how to effectively respond to this campaign.

UNDERSTANDING CHINA’S INTENT AND ACTIONS
I believe that there are two ways to achieve this goal. First, understanding the Chinese Communist Party (CCP) philosophy is important. We know that the CCP is determined to transform the international order and is conscious of its image. This is consistent with its national rejuvenation dream and will be mainly achieved by eroding resistance, silencing critics, and broadening its support base using economic incentives. In addition, Beijing seeks control of the narrative to strengthen the CCP’s legitimacy. It does this by selling a curated image of a viable political-economic model despite being a victim of Western imperialism and being surrounded by its adversaries. These victimization and vulnerability narratives are used to justify its expansive claim in the South China Sea.

The second technique is to learn from various experiences. In Hong Kong, controlling the narrative and suppressing dissent are the common practices. For instance, messaging through YouTube amplified the violent and destructive nature of the pro-democracy movement. There are also attempts to dehumanize the protesters by comparing them to terrorists, dogs, and cockroaches. Furthermore, the 2024 Taiwan national elections clearly illustrate how a CCP-enabled disinformation campaign was waged. For example, a 2023 report by the Taiwan-based Doublethink Labs stated that false and misleading information was disseminated to undermine the credibility of the Democratic Progressive Party (DPP) and its candidates. Social media posts about corruption allegations against then DPP presidential candidate Lai Ching-te and the diminishing US commitment to Taiwan were circulated.

Other countries have seen their share of these malign actions. Japan and Vietnam have both witnessed the provocative maneuvers of the Chinese Coast Guard in their maritime areas. Moreover, offensive cyberattacks have become a hallmark of gray zone activities. For instance, alleged Chinese military hackers penetrated Japanese military networks in 2020, stealing plans and assessment reports, among others.

At this juncture, the crucial question is, “How can like-minded countries be more resilient in the face of an elaborate gray zone campaign? What can the Philippines learn from these experiences?”

ATTAINING RESILIENCE THROUGH A COLLECTIVE ACTION PARADIGM
To attain resilience against gray zone operations, I think that it is vital to recognize the strategic nature of Beijing’s actions. Rather than focusing on a quid pro quo response, a proactive approach is needed. Furthermore, these activities can be viewed as part of a broader malign influence agenda. The aim of such a campaign is to weaken an adversary’s institutions and divide its citizens. To address this, a collective action paradigm must be adopted.

For individual nations, this calls for the creation of a “whole-of-nation” approach that can leverage the expertise of its public and private sectors as well as civil society organizations. For like-minded countries, collective action can come in the form of a multi-dimensional strategy that requires diplomatic, legal, military, information, and economic actions.

For its diplomatic and legal side, the strengthening of international alliances is paramount. For instance, adherence to international law through UNCLOS and the creation of regional mechanisms for maritime law enforcement (i.e., addressing illegal, underreported and unregulated fishing) are viable avenues to foster regional resilience against gray zone activities. In addition, trilateral summit between Manila, Washington, and Tokyo this month is an excellent example of how to mitigate these coercive activities through collective action.

For its military dimension, interoperability is crucial. Cooperation in the areas of maritime domain awareness, cyber defense, and joint maritime operations are examples of how this aspect can be enhanced. In the Philippines, this can be seen through the Balikatan military exercises and the implementation of the Enhanced Defense Cooperation Agreement (EDCA). Similar agreements with Australia and Japan will allow the Philippines to enhance its defense posture and hasten the implementation of its much-delayed modernization program for its armed forces and coast guard. This will also allow like-minded countries to address a possible Taiwan contingency and strengthen its humanitarian assistance and disaster response capabilities.

Regarding the information aspect, I believe that institutional frameworks must be developed to address disinformation campaigns. Examples are the sharing of information on foreign malign influence operations and the development of practices in strategic communication. Another significant aim of this domain is demystifying Beijing’s united front operations and its role in its malign influence agenda. To mount an effective response, it is crucial to understand its structure, resources, and techniques.

Also, partnerships within this dimension can also include strategies that can strengthen institutions and their adherence to democratic values. Moreover, getting ahead of Beijing’s disinformation campaign underscores the need to control the narrative. At present, the dominant narrative in the South China Sea is the sovereignty and territorial control storyline. Aside from these common themes, like-minded countries can also focus on the environmental impact of China’s illegal reclamation and militarization of reefs as well as its blue economy implications.

Finally, the economic side of a multi-dimensional strategy consist of mechanisms that aim to prevent economic coercion. For Manila, Beijing’s coercive measures can open new opportunities for cooperation. Aside from developing its defense industries, the country can leverage the openness of its international partners to invest in the Philippine economy. This will enable the country to be more resilient against intimidation.

Overall, responding to gray zone operations underscores the importance of resilience using a collective action paradigm. This approach involves the use of diplomacy, legal, military, information, and economic actions. Fragmented and reactive actions must be avoided. Instead, this new paradigm must enable countries like the Philippines to galvanize its national response and play a significant role in regional security.

 

Sherwin E. Ona, Ph.D. is an associate professor of the Department of Political Science and Development Studies at De La Salle University. He is a non-resident fellow of the Stratbase-ADR Institute. At present, Dr. Ona is a visiting fellow of the Institute for National Defense and Security Research in Taiwan.

Dead Space franchise is officially on hold at Electronic Arts

ELECTRONIC Arts, Inc. put the Dead Space series on ice for the second time, despite the release of a critically acclaimed remake last year that appeared to give new life to the troubled video-game franchise.

Although news that the sci-fi horror series was shelved came out this week, Electronic Arts made the decision as early as last spring, according to people familiar with the project. Hopes for a new Dead Space game at EA were derailed after sales of the remake missed the company’s expectations, said the people, who asked not to be identified because they weren’t authorized to speak publicly.

After finishing the Dead Space remake, which was released in January 2023, a small team at the Electronic Arts (EA) subsidiary Motive spent a few months conceiving ideas for a new entry in the series, said the people. But those plans were never given a greenlight and fizzled before they could get very far. Since last summer, that team has instead been exploring other ideas while the bulk of the developers who worked on Dead Space moved to different projects.

The Giant Bomb YouTube channel suggested Wednesday that Motive had been developing a remake of Dead Space 2 that was shelved. Electronic Arts, based in Redwood City, California, denied the report of that work, telling the gaming site IGN, “We don’t normally comment on rumors but there is no validity to this story.” An EA spokesperson declined to comment further to Bloomberg.

The series, introduced in 2008, was received well by fans but never turned into the blockbuster that management envisioned. Following the disappointing 2013 release of Dead Space 3, the company shelved the series for a decade before bringing it back last year with a high-end remake of the first entry that received top review scores.

Motive said this week it is working on two games — a previously announced Iron Man project and a new Battlefield, which left the fate of the sci-fi horror series in question. — Bloomberg

Asset liability management for nonbanks

Banks are designed to allocate capital to business and consumers efficiently.  This is done by managing the risk of transforming short-term debt into long-term loans.  However, the financial crisis of 2007 revealed unbridled credit extension and wealth destruction.  Consequently, we saw massive failure in the banking industry.

Because of this, regulations have doubled up on financial institutions. Banks were required to hold higher levels of quality capital to absorb potential losses and mitigate risks. The liquidity of banks’ balance sheets is being regulated more intensely. Metrics on various facets of bank operations are now regularly monitored. Stricter capital requirements, liquidity standards, risk management guidelines, and stress tests rules were imposed.

A key tool used by financial institutions to manage their financial risk is Asset Liability Management (ALM). It is a mechanism to address the risk faced by a bank due to mismatch between assets and liabilities either due to liquidity or change in interest rates.  By maintaining equilibrium between assets and liabilities, financial institutions ensure ample liquidity to fulfill obligations and simultaneously invest in assets that yield long-term productivity.

Today, ALM is a required discipline for banks.  It aims to manage the volume, mix, maturity rate sensitivity, quality and liquidity of assets and liabilities to attain predetermined acceptable risk/reward ratios. The overall goal is to stabilize short-term profits, long-term earnings, and long-term substance of the bank. Banks use real time information system to review the maturity matching of assets and liabilities across various time horizons.

A good ALM system reviews the interconnectedness of several basic risk categories.  Liquidity risk pertains to the potential risks in meeting current and future cash flow commitments. Interest rate risk encompasses the uncertainties stemming from fluctuations in interest rates and their impact on forthcoming cash flows.  Deposit and loan products are primarily vulnerable and fluctuations in market interest rates can lead to imbalance between assets and liabilities.

Credit risk management involves assessing and reducing risks in lending activities to address potential losses. The aim is to ensure well-informed decision making by lenders.  The bank must satisfy a specified reserve position in relation to expected losses out of the loaned amounts. Operational risk management imposes robust internal controls.  The bank is required to implement sound corporate governance practices that ensures compliance to regulatory standards. The integrity, efficiency and resilience of an organization’s operations must be safeguarded.

While ALM is traditionally associated with banks and financial institutions, its principles and methodologies can also be applied to nonfinance firms to enhance strategic decision making, manage risk and optimize resource allocation.  Firms should monitor and manage risks associated with mismatches between the company’s assets and liabilities.

Nonfinance firms can use ALM principle to strategically allocate their resources, such as capital, human resources, and physical assets, in alignment with their long-term goals and objectives.  Just like banks, these firms face various risks, including market risk, liquidity risk, interest rate risk, credit risk, and operational risk.  The company should identify, measure, monitor and mitigate these risks effectively.

By analyzing the timing and magnitude of cash inflows and outflows, firms can ensure its liquidity position meets operational needs and financial obligations.  This involves managing working capital efficiently, forecasting cash flows accurately, and providing adequate liquidity buffers.

Nonfinance firms can adopt ALM principles related to long term planning and forecasting, including developing a financial model and doing scenario analysis that incorporate macroeconomic factors, including trends and business uncertainties.  The idea is to make informed business decisions and to be flexible in adapting to changing market conditions.

ALM principles require constant review of capital structure, finding the right balance between debt and equity that will minimize cost of capital and maximize shareholders’ wealth.  The company should identify its risk tolerance levels, quantify its cost of capital, and make sure it has adequate capital adequacy.

Finally, ALM helps with regulatory compliance and industry standards related to financial reporting. It forces management to implement robust risk frameworks, strengthen internal control and put in place good governance mechanisms to achieve firm transparency and accountability.

The lessons applied in the finance and banking industry can find its applications in nonfinance firms. The rigor of ALM is worth emulating. By leveraging in these practices, nonfinance firms can achieve greater financial stability, resilience, and sustainable growth.

The views expressed herein are his own and do not necessarily reflect the opinion of his office as well as FINEX.

 

Benel Dela Paz Lagua was previously EVP and chief development officer at the Development Bank of the Philippines.  He is an active FINEX member and an advocate of risk-based lending for SMEs. Today, he is independent director in progressive banks and in some NGOs.

Cocolife redefines customer service with Just Ask Live (JAL)

Customer service is one of the cornerstones of success in the vast landscape of business operations. Every interaction — whether face-to-face, over the phone, or virtually — shapes the perception of a company in the eyes of its target market. Through enduring customer relationships, customer service can foster loyalty, advocacy, and sustained growth.

In line with its digital transformation journey, the biggest Filipino-owned stock life insurance company Cocolife is doubling down on its exceptional customer service by providing accessible customer support digitally with the unveiling of the Just Ask Live (JAL) Virtual Assistant.

At its core, the JAL Virtual Assistant serves as a reliable companion for Cocolife stakeholders, offering a direct channel for clients to seek assistance, interact with the company’s customer experience (CX) representatives, and promptly resolve their concerns.

“JAL was created to continuously let customers have a great customer journey virtually. JAL gives them personalized service and omnichannel customer experience. Providing video chat service is an essential step in creating seamless experience customers are looking for that results in customer satisfaction”, remarked Ms. Teresa R. Bose, assistant vice president and head of customer experience at Cocolife.

As the first-ever system of its kind in the country, JAL’s user-friendly interface and intuitive features offer maximum convenience to its users and add a human touch to its digital support system by giving concerned clients the option to video call or voice call one of Cocolife’s customer experience representatives.

The features enable Cocolife to foster authentic relationships and foster customer loyalty. By empowering their customer experience representatives through these interactions, Cocolife can establish genuine rapport and greater emotional connections with their clients.

“Our customer experience representatives are willing and ready to assist and give you a great customer experience,” Ms. Bose affirms.

The face-to-face dynamic in video calls, as well as direct interactions in voice chats, facilitates better communication between participants leading to a faster and more efficient way to address customer concerns.

“JAL is a technology that enables users to engage in a real-time conversation through the internet live,” Ms. Bose explained. “It can easily connect the customer and CX representative in real-time. It is a video chat that combines the power of visual and audio communication to create a more reliable interactive experience in real time.”

Moreover, JAL’s accessibility is a testament to Cocolife’s dedication to serving clients across diverse demographics. JAL is compatible with Google Chrome and needs only a minimum internet speed of 5MPBS, ensuring that customers can access support seamlessly, regardless of their location or device.

Furthermore, JAL’s webchat and video chat features require users to hold their phones or tablets horizontally to allow them to video chat, send messages, and attach files at the same time.

As Cocolife continues to blaze a trail in the Filipino insurance industry, its investment in pioneering technologies like JAL underscores its commitment to innovation, customer-centricity, and continuous improvement.

“In Cocolife, we are people-focused — both with how we service our customers and value our employees. We make it a point to provide the best possible servicing in the industry. From the time a customer purchases any of our products up to the time a claim has to be paid, we make it as convenient and efficient for them. Of course, they put their trust in us, so it is our mission to repay them for that trust,” Atty. Jose Martin A. Loon, President and CEO of Cocolife told BusinessWorld.

Through initiatives that prioritize customer satisfaction and engagement, Cocolife reaffirms its position as a leader in delivering unparalleled service experiences that resonate with clients on a personal level.

Just Ask Live (JAL) Virtual Assistant can be accessed through Cocolife’s website at https://crm.cocolife.com/webchat/customer/chat.

 


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Coaching poor performers

Last month, I started coaching all my 10 direct reports one-by-one and in private, with no significant improvement after three weeks. Am I doing it wrong? Please help. — Blue Star.

You need to tell me in detail how you’re doing it, except that we don’t have time for that. Whatever you’re doing, I’m sure you’ve communicated your expectations in clear terms. If not, that’s the first red flag.

Before I continue, let me tell you the experience of Mario (not his real name), a department manager in a medium-sized corporation.

Mario’s preferred coaching method was barking orders, frequently embellished with four-letter words. Mario was always in an agitated state even when taking a 30-minute nap during lunch. You could hear him snoring loudly in his well-lighted small room facing the glass windows where everyone would silently laugh at his facial distortions.

Given Mario’s style, do you think the workers listened to him? Obviously not. The workers would perform according to their perceived understanding of Mario’s instructions and expectations. The results were often disastrous. Why?

One reasonable guess is Mario’s combative and loud personality. His workers would often reject his direction due to his insecurities and lack of trust in the workers’ abilities. People also simply vary by learning style.

LEARNING STYLES
Some individuals are experiential learners who do not require close supervision. They can do the work independently and thrive on the opportunity to discover better ways of doing things. Others are bookish and must be guided by written policy and procedures. The rest are best guided by work instructions with cartoon illustrations showing the best result and also possible bad results.

If you can cater to individual training needs, you can adjust your coaching style to suit their orientation. Let us explore what adjustments you can make:

Self-discovery. People who prefer this type of learning are rare. They are independent-minded and like unbridled freedom to experiment. They prefer to challenge the status quo and thrive on “aha” moments. As long as you describe to them the issues, parameters, standards, and timelines, they will surely deliver superior results.

Regular feedback. Giving performance feedback is a tricky approach. Many don’t want to be judged wrongly. However, they tend to accept negative feedback if the work expectations are clearly communicated and objective. Frequency of delivering feedback can be an issue. Some people prefer to be told every week while others like it monthly.

Engagement learning. You can’t do engagement without motivation. You could start with a casual engagement dialogue to explore possible answers to the following questions: What are the difficulties of the job? What kind of resources are needed? How does this job help achieve career goals?

Facilitated learning. People learn on their own if their boss acts like a training facilitator. This can be frustrating to some managers who don’t have the patience for training. However, in the long run, this approach becomes effective as people become accustomed to a facilitated learning environment.

REWARD AND RECOGNITION
Poor performers will respect you if you give them reasonable recognition, which may not be limited to material rewards. This presupposes agreeing with your direct reports on clear targets and expectations at the beginning of the process. Obviously, we can’t measure performance against standards that have not been mutually agreed.

It is in the measurement of performance and proper rewards that we often find managers failing their people. You may have experienced it before. How many times have you labored long and hard over certain regular tasks and special projects that go unnoticed by your own boss?

This is happening every day. When you got no feedback on the quality of your work, you’re not sure if you did well or how you can improve your failings. If this has happened to you, chances are, it will happen again. The cycle goes on and on, until you break it with a reasonable reward system appropriate to the performance level of your workers.

 

Bring Rey Elbo’s leadership program called “Superior Subordinate Supervision” to your management team. Contact him on Facebook, LinkedIn, X or e-mail elbonomics@gmail.com or via https://reyelbo.com

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