Deeply uncovered banks such as Citibank and Chase Manhattan were left mainly undercapitalized as the commercial property marketplace began to crash in early 1990. John Reed, CEO and Citibank Chairman, was caught off guard by the unexpected market dive.
His bank’s additional weaknesses within Citi started to emerge, while Reed struggled to keep the capital reservation of us. Moreover, to miss the coming of the real estate disaster Citi had poorly handled interior operation, overestimated attainment and grown important from managerial surplus. The poor direction left Citi in the care of National Regulators, worried concerning the banks solvency.
PUBLICATION DATE: February 06, 2012 PRODUCT #: 712446-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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