One of my closest friends and colleagues in the Netherlands
wrote to me this week reminding me of a conversation we had years ago. Jan J.Ph.M. de Dood, Director at Rabobank
Noord-Holland Noord has been advocating for fundamental transformation of the
banking system not as an isolated industry endeavor but as a critical utility
serving all human enterprises. Together
with his colleague Marieke de Vrij, he published The Future of a Truly Sustainable Economic Order in which they lay out an accessible assessment of where society is at the
moment and where we might consider transforming our behaviors and systems if we
wish to establish a more sustainable economy.
As many of Marieke’s and Jan’s analyses and suggestions are plainly
articulated in their piece, I will simply commend its reading to you. Take some time, follow the hyperlink and take
in their insights.
The conversation we had in Amsterdam a few years ago had to
do with organizational behavior that arises from the explicit and implicit
expectations we manifest by virtue of the titles and roles we use. At the time, Jan served as Chief Risk Officer
at Schretlen & Co, an investment bank and wealth management unit of
Rabobank Group. In our conversation, we
were discussing what would happen if financial institutions had a Chief Synergy Officer at a role equivalent
to (or above) the Risk mandate.
“What if,” I suggested, “a bank would be as concerned with
the economic and credit success of their borrowers are they are forced to be
about the risk of credit failure?”
What would a Chief Synergy Officer do? This question opened up a wide-ranging
conversation about the ecosystem of banking.
Imagine a situation in which a bank would lend money to a farmer growing
wheat, to a miller who grinds grain into flour, and to a baker (a nice example
if you know Rabobank’s roots). Each of
these actors has economic utility requirements that are fundamentally shaped by
factors that are beyond their direct control and that happen in variable
durations. Wheat is harvested in its entirety once each year. The farmer’s “wealth” is an annual
pulse. The miller receives the abundant
harvest and has the role of processing and storing the grain and flour for
distribution to users of flour. Unlike
the farmer, the miller has some sequencing control over when grain is ground
into flour and when the supply is expanded or contracted. The baker sells bread each morning and
purchases flour from the miller once each week.
A Chief Synergy Officer at a bank would do a few vital
functions. Realizing that “credit
quality” is a function of the healthy flow
of currency in systems of exchange, the CSO would identify the entire value
chain and seek exposure to, and the health of, all units within that
exchange. By participating in the farmer’s
business, the CSO would understand that “risk” and “abundance” is a commodity
function tied to weather, for example.
By participating in the miller’s business, the CSO would understand that
the “risk” and “abundance” has to do with the price controls possible in
setting the price of staples. By
participating in the baker’s business, the CSO would understand that “risk” and
“abundance” is linked to the daily annuity of multiple individual transactions
which perpetuate the flow of value exchange within the system.
But in addition to the closed loop system of the wheat to
bread cycle, the CSO would keep a watchful eye on:
- new irrigation or crop management technologies which could benefit the farmer and limit the “risk” of climate related production failure;
- better energy systems to improve the efficiency of the mill or climate control the warehouse of flour; and,
- better property locations to improve the baker’s store front placement (or oven venting for the scent temptation effect) to increase traffic to the bakery.
Rather than proprietary trading against clients – a practice that is
routinely done by today’s leverage optimized banks – a CSO would actually trade
into the benefit of borrowers to increase their collective chances for
sustainable success. In this world,
there would be no Credit Default Swap (CDS) but rather a Productivity Enhancement
Option (PEO). Returns could be improved
by virtue of market vigilance for enterprise enhancement rather than hedging
the risk of failure.
To be clear, the present system has its Paleolithic version
of this system in the most inefficient and crude fashion. The opportunistic association between private
equity and banking achieves a fungal version of this model with one notable
deficiency. In the present system, the
system most often serves the rentier (banker) and his constituents at the
expense of the farmer, the miller, and the baker and the bread-eaters. The bread-eaters receive the crumbs from this
system after the feast is consumed through their meager, manipulated pensions.
Jan de Dood and his colleagues are showing the world the
pathway in banking that Robert Kendall demonstrated in Cole Publishing. By serving an industry ecosystem in which the
goal is to build the success of actors within that ecosystem, the potential for
wealth and health within that system goes up.
Those who subscribe to the “profit at all costs” model fail using their
own metrics (unless they corrupt the system by covert accommodation from
elected political benefactors). The
model suggested by Jan and deployed by Bob don’t require bailouts – they have
celebrations of success. As Marieke and
Jan observe, this more constructive approach is as close as our capacity to
think differently.
Think differently.