As a matter of fact, the crisis finds its roots in a simplified scheme: the lack of accountability, mortgages and default on large amounts of money against little income, and finally the liquidity for which the same institutions failed to have sufficient capitalization to cover immediate large needs when the whole system started to present default cracks. The problem of sufficient capitalization became a recent issue with the rise in the prices of commodities, whereas speculators can highly leverage their buying power without offering a real financial counterpart in exchange. And that’s certainly why French President Sarkozy recently called for more regulations on commodity markets. However, progresses in that sense are yet to be commonly agreed or applied by governments and leaders of industrial countries.

Overall, today it is the review or maybe the prosecution of an entire system that is taking place. Questions and concerns from governments, investors, officials, and ultimately the public have found few relevant answers so far. The lack of accountability and transparency from the protagonists directly or indirectly involved in the crisis has raised anger and consternation worldwide. The cynicism displayed by bankers and financial institutions who announced remarkable profits for the last quarter of 2010 may be perceived as a new alarm bell ringing for another major financial crisis yet to come.

This paper presents some of the key issues the financial crisis brought into light in terms of risk management and lack of control from corporations, banks, auditors, credit agencies, and governments. It does not aim to provide a solution but rather gives the reader a fair understanding of what could have been avoided or improved and what may come again should the global financial modus operandi not be drastically changed.

Analysis of the Financial Crisis

An article published in the International Business Time, Financial Risk Management: Lessons from the Current Crisis… So Far, ideally summarizes thesubstantial work that has been done to date to analyze the recent economic crisis and cites examples such as: “Enhancing market and institutional resilience (Financial Stability Forum); Credit risk transfer (Working Group on Risk Assessment and Capital); Observations on risk management practices during the recent market turbulence (Senior Supervisors Group); Supervisory lessons from the sub-prime mortgage crisis (Basel Committee on Bank Supervision); Study of market best practices (International Institute of Finance), and; Risk management practices including the identification of risk management challenges and failures, lessons learned and policy considerations (International Monetary Financial Committee).”

Todd Groome, adviser in the monetary and capital markets department of the International Monetary Fund (IMF) interviewed by the same magazine, asserted that “the epicenter of the market crisis was sub-prime mortgages and structured credit products. With them came innovative financing, such as asset backed security CDOs (Collateralized Deposit Obligations) which were followed by more potent variations such as CDO-squares (baskets of CDOs), and synthetic CDOs (CDOs combined with credit default swaps).” Risks were often under-estimated partly due to product complexity and over-reliance on quantitative analysis, including that done by rating agencies which produced reports that were either wrong or purposely misleading. As Groome pointed out, “taking write-downs in illiquid markets will amplify the loss.”

The downfall in housing prices impacted market downfalls. As such, creation or destruction of wealth often relates to consumer spending and as such may be uncertain. Meanwhile, the direction is quite similar. If one goes down, the other tends to follow. Negative trend implies negative trend. Nevertheless, weak risk management isn’t the only reason. Banks and financial institutions regularly rely on data related to a particular period. However, economies can also experience a non-recurring event when the economy moves into unknown or grey areas.

On another plane, bad risk management still played a role. The problem is that despite the fact the models given in a particular circumstance may have been correct pretty much everyone who has them will use them, all at the same time. This phenomenon tends to increase systemic risk and as such it relates to technical market analysis. Indeed, if there is a consensus amongst users over a specific event, say a bullish trend, everyone is likely to follow that trend and buy at the same time, thus creating a momentum. But for how long will this last?

Cracks in Risk Management and Regulation Opacity

The recent crisis also highlighted a failure in risk management on a large scale, due to a failure of the techniques employed, and the fact that some of the risk managers were not well informed. The home market in the U.S. was the nest in which everything began. Low interest rates and government promoting home ownership by with no or little regulations played a role in the increasing demand for home purchases. Underwriters passed questionable loans over highly leveraged investors in order to create even more loans, fueling a spiral of non-recoverable dirty assets.

What is flagrant today, looking back at the whole process, is the fact that the risk assessment tools used by some investors, despite their sophistication, did not give a realistic picture of what was happening. In other words, although they were certainly giving sufficient information on the potential risks that lending huge amounts of money to low income individuals would create, the likelihood of such risk spreading to a rather large population was totally dismissed by the whole chain of command. Modeling rare events is certainly what the error is all about and not taking them into consideration was the effect that catapulted the system towards a major failure.

Nevertheless, numerous risk managers and experts rang the bell for potential upcoming issues several years ago and whilst greed and arrogance are the common denominators, the irrationality of the markets also comes into light. Clinging desperately to what was an announced disaster seemed to have been the pattern of behavior that inflated the bubble until explosion.

Another root of today’s financial debacle are the regulations applied to some of the instruments used in financial markets. CDOs for instance, often containing a non-negligible part of subprime risk, were heavily exchanged without proper scrutiny from the rating agencies. Transparency becomes a crucial element in the markets’ sustainability. And this is when the accounting standards play a key role for liability valuation and, hence, transparency. The snow ball effect is obvious: no regulations lead to poor transparency, which equally leads to disaster. The financial accounting has proven to be relevant to convey useful and accurate information to markets. Nevertheless, the concept of fair value, for example introduced by the International Accounting Standard Board (IASB) and Financial Accounting Standard Board (FASB), is to “record values for assets and liabilities which are as close as possible to the values these instruments would have in an open market.” As confirmed by Heckman in his essay Transparency and Liability Valuation, the IASB and FASB don’t recognize any difference between methods for valuation of assets and liabilities, which has proven to have perverse consequences as some companies can use the process to turn losses into profits, since liabilities can be valuated at current market price. This has led to the misreading of the balance sheets and profit and loss statements of unscrupulous companies, providing the wrong information to investors and to some extent regulators themselves.

Impact of Liquidity and Failure of the Bank System

The current crisis has shed a light on the fact that the enterprise risk management should not only emphasize the risks to asset and liability values but also the liquidity risk. Liquidity risk is the probability of not having sufficient financial means to cover up liabilities. To some extent, posting collateral poses a liquidity threat as well. In fact, selling off an immature asset engages a loss. As the markets fall into problems, liquidity issues can be drastically worsened as liquid assets become non-liquid.

Liquidity management works pretty much like capital management. As such, the liquidity protection comes with sufficient liquid assets. On the other hand, consistency between cash flows of assets and liabilities can reduce risks pertaining to liquidity. Nevertheless, these strategies may show some limitations during conditions of heavily disrupted markets when credits are unavailable or unsecured. G. Venter in Modeling and Managing Liquidity Risk confirms that “modeling liquidity risk can start with stress tests.” As such, the current market is an example of situations intimately involving assets, liabilities, and credit facilities when cash flow adequacy becomes preponderant. The idea behind the scene is to take into account in the models the different factors which dramatically impact markets. The correlation between price and liquidity comes into the picture and adequately modeling these possibilities can certainly be worth further research.

In 2006, a couple of years before the eruption of the financial crisis, Iyer and Peydro-Acalde discussed the potential risks of an interbank contagion in their research paper Interbank Contagion: Evidence from Real Transactions. They exposed and tested the impact of interbank dependencies over a fraud cause. Interbank markets are crucial to provide liquidity into the overall financial system and actively play a role in monetary policies worldwide as well. The research of Iyer and Peydro-Acalde came to the conclusion that “as the exposure to the failed bank increases, the runs stemming from the higher fraction of deposits held by other banks drastically increase. These results lend support to the theories of financial contagion due to interbank markets.” This is indeed the exact phenomenon observed in 2008 when major banks reached the potential bankruptcy threat. The interbank markets dried up, obliging governments to first inject cash through loans, capital sharing or even nationalization.

As such, the Iceland bank system is now a school case of its own. The three main Icelandic banks, namely Glitnir, Landsbanki, and Kaupthing, were tightly interconnected. With a high reliance on similar macroeconomic models and business partners, they appeared to be dangerously related to one another already on paper. The chain reaction triggered by the difficulties of one bank would mean diminished confidence in other banks, thus shrunk liquidity available from potential resources and financial partners. The worst part of the picture lies in the fact that these three banks encompassed the vast majority of Iceland’s financial system. Hence, one would have conspicuously assumed that a possible failure would have a dramatic impact on the Icelandic economy. However, the reality was often disguised by biased official reports about the financial health of the Iceland bank system, which certainly contributed to further deepen the crisis as investors would be grossly misled.

Eventually, the arrogance of the system ended up in a painful stake. Borrowing in wholesale markets became an issue and banks chose to open high interest savings accounts pretty much everywhere in Europe. As such, Icelandic banks, with government permission, used these savers accounts to provide the liquidity they could not obtain elsewhere. At the end of the story, deregulation and uncontrolled privatization of the financial system in Iceland led to its demise. Lack of ownership from supervisory regulators and governmental bodies and failure to recognize a systemic risk in an artificial economic growth widely contributed to the fall-out of the Iceland financial institutions and overall system.

Ultimately, when the banks were heading for failure the Icelandic government opted for a gamble on resurrection rather than closing the banks down. The government’s bet failed and Iceland suffered a systemic crisis in return.

As reported by the Telegraph in its 10 March 2009 edition, it was now a matter of “twenty billion dollars here, $20bn there, and a lush half-trillion from the European Central Bank at give-away rates for Christmas. Buckets of liquidity are being splashed over the North Atlantic banking system, so far with meager or fleeting effects.” A very alarming situation, quite unreal as one may have observed.Numerous economists are now warning the world’s central banks to focus on the right issue now rather than later. Creating further liquidity without proper backup means such as gold or a strong economy is likely to fuel the disaster.

York professor Peter Spencer, chief economist for the ITEM Club, said at some point that the global authorities had just weeks to get this right: “The central banks are rapidly losing control. By not cutting interest rates nearly far enough or fast enough, they are allowing the money markets to dictate policy. We are long past worrying about moral hazard.” For instance, in Europe, the European Central Bank (ECB) was facing a dilemma with a record high inflation forecast at 4.1 per cent in July 2008, the highest since the monetary union advent. Meanwhile, the worse is probably yet to come as fragile countries such Iceland, and now Spain, Italy and Greece, which are sharply falling into recession, may be running out of liquidity and may have to be backed up by other European members. The question at the end is: Will the European tax payers accept to pay this bill when their own country is at risk? Hence, this may show the true reality of the Eurozone: the weak solidarity of a supposedly mature organization, in fact not quite yet ready for the real thrill.

Finally, major banks like Citigroup, Merrill Lynch, UBS, HSBC and others have recently stepped forward to reveal their losses. Two years after the crisis hit the world, the IMF (International Monetary Fund) estimated the total losses to reach $2.28 trillion. But it seemed to have been just a beginning.

Passing the Risk: Who is Next?

As described above, financial crises appear to be repetitions of History. Working cyclically, they differ from their inherent nature though. For instance, the current crisis rose from the weakening of the U.S. home market and became a global crunch. Furthermore, the fact that the problem spread from financial and banking sectors to the entire economy at a global scale in such a short time made it a quite unique momentum. Increased speed, advanced communications and information technologies evolving exponentially have created a greater risk with deeper and long lasting consequences as ever before. Global markets with stronger interdependence and high complexity are paradoxically more prone to correlated risks.

Most people are driven by the simple desire to succeed and do well financially. This means they work harder, enhancing productivity, creativity and innovation. But where and when does this legitimate feeling get overtaken by greed and unscrupulous envy? Why does a minority change the principles of innovation into a gambling leverage for immediate profits?

If one considers some of the past economic crises such as the London Market Excess (LMX) fall out in the late 80’s and the equivalent substitutes during the following two decades, they all started at some point from promising innovations. These initiatives were all new and seen as very profitable during the early stages. And they all implied a promise on huge benefits, fast and furious. However, the promise turned hopes into ruin and despair. Out of the multiple questions this series of dramatic and unfortunate events can raise, some of them could pose the problem of the impact of risk management that is meant to promote innovations that work and praise individuals for their will to succeed.

Two important factors can shed some light: the fact that new communication means have propelled the finance community to another level of instant profits driven by frenetic greed. Rumors, news whether good or bad instantaneously drive markets to their best or worse. Data signification is amplified far beyond comprehension in a momentum that magnifies exponentially in spiral dive fallout when not controlled adequately. And on another plane, looking at the amplitude of the issue, there is no doubt that financial markets, industries and economies are now fully interdependent. The impact economic and financial shocks can create are far beyond the spectrum of a region or even a nation and can be wide-spread on a global scale instead. While the LMX fall out was limited to the reinsurance market in U.K., the Internet bubble at the beginning of the past decade had a wider range globally but yet remained restricted to investors who had placed financial interests in the sector. From a weakening home market in the U.S., the 2008 crisis shortly developed into a global financial issue bringing down economies, industries and sometimes governments worldwide.

A parallel can be made between the LMX spiral and the subprime fiasco that ignited the global crisis. CDOs and similar financial products were created to temper the risks generated by unscrupulous investments by diluting them into cleaner credits. However, the plan did not work as expected and spread all over the credit system. In fact, Schwartzman (2008) confirmed that the LMX spiral and subprime debacles share similar roots by saying: “an attempt to mitigate risk by spreading it to market participants, a series of new and complicated instruments not understood by most people and not even well understood by market professionals, a pool of unsophisticated investors not adequately advised of the risk they were taking on, a collection of unscrupulous brokers who took advantage of the situation to increase commissions by encouraging as many deals as possible with no concern as to how they might play out in the future, and huge profits that continued as long as nothing happened to change the situation on the ground.”

Conclusion: Towards a New Order?

Following the debacle of the financial and banking systems in 2008, one could have hoped that executive managers would be taking a more serious insight of what risk management is all about. Indeed, their priority has always been to successfully run corporations in which investors had shares and interests. As such, incentives based on performance should have sent a clear message to these top executives who should have then adjusted the risks they were willing to take for their company and somehow as well as for themselves as professionals. But this is the theory of should have happened and not what happened at the bottom of the chain. Indeed, the fiduciary responsibility of many was not met.

Meanwhile, the vast nebula created around financial markets has, until recently, hidden the fact that the credit crisis was in the end caused by unscrupulous people who were seeking short term profits rather than long term growth. Lenders with few scruples did take advantage of credulous borrowers, and fortunately or unfortunately these lending businesses disappeared killed by their own counterproductive strategies. Borrowers lied about their incomes to live in homes they could not afford in reality and were given full consent by lenient banking institutions. This spiral of controversial and ineffective stubbornness towards failure could have been stopped or maybe controlled if a relevant structure of regulations had been put in place. Improved and stricter regulations on loans policies could have avoided a large chunk of the crisis dramatic effects, but will those rules, if ever truly and transparently implemented, ever prevent futures crises?

Unfortunately, history reminds us that for each regulation or procedure created there is a loophole that can be exploited. Hence, the whole issue lies in the effective design of regulating systems, taking into account the various risks inherent to the relation between economies and private investments. Better focus on the matter would certain reduce systemic problems in the future and it is becoming now a serious concern in Europe and the U.S. who are looking at introducing enhanced reforms on the regulatory system and the quality of rating agencies. Improved risk management is now a definite requirement. The systems in place today are too limited to encompass the numerous issues they are intended to address. Hence, weak risk management systems imply more risk. The role statistical and probabilistic models play in the equation is far from being negligible. However, they often tend to focus on the wrong perspectives such as the occurrence of a major loss in a year rather than the likelihood of a Black Swan event for instance. As such, models must not be considered as finite and should evolve and adapt in correlation with their environment. The key to prevent markets from dramatically failing beyond control may also simply lie in the capability of predicting these rare events, a concept that is yet to be fully understood and mastered.

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Following is the first of three articles summarizing “101″ career books published by Course Technology. A different author highlights what it takes to achieve career success in the 21st century for each book. Here, it’s businessman Rashika Fernando. His new book is entitled 101 Secrets To Career Success.

Fernando sports an impressive corporate career, working primarily in Global Finance. His message transcends the corporate world, addressing careers in general, whether you’re employed or unemployed. “101 Secrets” offers a holistic approach to employment, integrating both your personal and professional presence. In today’s marketplace, the more these two worlds converge, the happier you’ll be. Fernando’s 101 career secrets are dispersed among 17 succinctly written chapters, providing an expedient, enlightening read. Following are highlights from four chapters.

Purpose/Meaning. Fernando asks, “Why do you live and go to work?” Each one of us has a purpose in life, waiting to be discovered, he writes. Once we know our purpose in life, everything else falls into place. He believes our overall happiness includes these elements: 1. Be happy with the life that we have. 2. Ensure the continuation of life. This would include procreating, or aiding future generations by volunteering, adopting/sponsoring orphaned children, etc. 3. Enhance life by donating to causes, offering comforting words to someone facing a difficult challenge, etc.

Finding our purpose can be a long journey, unique to our being. Ultimately our career choices should make us happy while getting paid to do it. Combine a mission with your purpose; believe in it and execute it. To act on your purpose, you need a strategy. It allows you to connect high-level dreams into actionable plans. Career Success Secret: “Wanting to understand your life’s purpose is the biggest step forward you can take towards success.”

Career/Life Strategy. Arguably the best chapter in the book, “Strategizing Your Career and Life” emphasizes the importance of planning. Strategy is the approach you take to close the gap between where you are and where you want to be. It brings choices into action. There’s no formula for strategy, as each of your goals is unique. We strategize every day on a simpler level (mapping out a travel route, daily To-Do lists, etc.) Achieving big dreams is difficult and complex. Strategy brings our dreams to the level of other day-to-day realities. While there’s no strategy formula, there is a Strategic Planning Framework: Definition-write down the problem to solve and the goal, which serves as a reference point for planning. Data/Analysis-record what you already know about the problem or goal, analysis you’ve done, or any assumptions. Strategy-devise your approach to obtain the goal. Tactics/Resources- identifies the smallest details of your plan, Monitoring- review progress in your plan. Career Success Secret: “It is very important that you make a choice rather than hiding behind analysis.”

Being Proactive. Proactive people actively participate and anticipate various diversions in their plans, influencing the change towards their goals. Being proactive creates better quality of results and better quality of life. Any quest for success will include competition. Anticipate and plan for inevitable competitive situations. On your journey towards success develop the ability to see what will happen in the next several years. “You can always see the signs of tomorrow today,” says Fernando. Regarding the workforce, anticipate continual technological advancements. “Give up what you already know, to learn what you don’t know.” Career Success Secret: “Being proactive builds your confidence.”

Networking. Our success depends on our relationships. To be successful, we need to learn the art of networking and feel comfortable doing it. Networking is essentially being a good friend to others. Our existing contacts and friends are our most powerful network we have. Networking provides friendship, emotional support and encouragement. Connecting with other people helps you realize your own accomplishments and the value that you add. The best reason to network is the wealth of opportunities it provides you. Career Success Secret: “Networking is a matching process whereby your strengths are matched with new opportunities, increasing your chances for success.”

Amidst anemic job markets and media stories featuring the distress, we can only direct our own lives. If you’re dissatisfied with your career or frustratingly unemployed, read “101 Secret’s” Chapter 4: “Controlling Your Destiny.” The global marketplace presents an evolving employment landscape. Old industries fade to reveal new career opportunities. Experiencing career success in today’s marketplace requires a paradoxical selfishness. Only by engaging in relentless introspection (regardless of age), with a goal to integrate both your personal and professional being, can you best contribute to society. Fernando’s holistic approach to career and life offers steadfast advice in today’s tumultuous world.

Complement Fernando’s message with Jay Miletsky’s “101 Ways To Successfully Market Yourself,” and Carol A. Silvis’s “101 Ways To Make Yourself Indispensable at Work,” to jump-start your career, whether employed, unemployed, seasoned or novice.

To view the Table of Contents for 101 Secrets To Career Success, visit .

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