Tapestry Networks assembled business leaders as well as their regulators in small, private assemblies to build new frameworks for pressing on regulatory challenges. Tapestry's stimulating principle was to visualize alternatives to complex problems (e.g., drug-approval standards) in ways that created a win-win for firms and society.
Tapestry meetings on bank-governing standards-originated subsequent to the 2008-2009 Financial Crisis-had experienced some success in rebuilding trust between regulators and banks. But, five years on, challenges that were important were encountered by the initiative. First, as the urgency of the Financial Crisis faded, it was becoming more difficult to reveal definite accomplishments, especially to the meetings' sponsors-one participant described Tapestry as "sculpting fog." Second, participants differed on what they wanted to get out of the meetings-with some participants less focused on the meetings' broader social goals.
Third, Tapestry faced loitering questions regarding the assemblies' legality and whether they facilitated greater "coziness" between regulators as well as the regulated.
Tapestry Networks case study solution
PUBLICATION DATE: April 11, 2014 PRODUCT #: 114051-PDF-ENG
This is just an excerpt. This case is about FINANCE & ACCOUNTING
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