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According to chief market strategist at CMC Markets and host of The Artful Trader podcast Michael McCarthy, there are certain investor personality traits that seem to predict success in the share market.

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In this episode of the nestegg Podcast, Michael joins host Grace Ormsby to outline exactly what these characteristics are, the difference between high-risk and low-risk appetites, and how investors can apply different strategies depending on their own personality type.

Michael also explains how fear can be both helpful and a hindrance for confident decision-making, why failure is a crucial process for investors seeking growth, and where budding investors can begin educating themselves about the markets.

Thanks Matthew, for sharing your insights with the nestegg podcast team!

You can keep up to date with what CMC Markets are up to HERE

Have an investment story to share? Get in touch at [email protected] and you might get featured on the next episode.

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Thursday, 23 January 2020

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Commbank’s senses ‘dulled’, renewed customer focus the way back

By Reporter · May 01 2018

Reading:

Borrow

Commbank’s senses ‘dulled’, renewed customer focus the way back

By Reporter
May 01 2018

Reading:

Commbank’s senses ‘dulled’, renewed customer focus the way back

By Reporter · May 01 2018

Reading:

Australia’s largest bank had been lulled into a false sense of security in terms of non-financial risks, but a customer-oriented focus is part of the solution, the lending regulator has found.

The Australian Prudential Regulation Authority (APRA) has released its report into the Commonwealth Bank of Australia, finding that the bank’s “continued financial success dulled the senses of the institution”, especially in terms of monitoring and managing non-financial risk.

The inquiry was established following a series of incidents denting the bank’s reputation, including allegations of anti-money laundering and counterterrorism financing breaches.

The report on the inquiry found that in addition to dulled senses, the bank also suffered a “widespread sense of complacency, a reactive stance in dealing with risks, being insular and not learning from experiences and mistakes, and an overly collegial and collaborative working environment which lessened the opportunity for constructive criticism, timely decision-making and a focus on outcomes”.

These governance challenges were compounded by poor understanding of non-financial risks.

“These [operational, compliance and conduct] risks were neither clearly understood nor owned, the frameworks for managing them were cumbersome and incomplete, and senior leadership was slow to recognise, and address, emerging threats to CBA’s reputation. The consequences of this slowness were not grasped," the report stated.

Should poor customer outcomes materialise, the bank’s remuneration framework had little impact on senior managers and above and could even provide incentives to staff that did not necessarily bring about good customer outcomes.

Improved accountability and customer focus part of the solution

The inquiry report recommended CBA focused on more rigorous board and executive-level governance of non-financial risks, improved accountability standards supported by remuneration practices and a substantial upgrade of the authority and capability of operational risk and compliance management.

Additionally, the report recommended CBA inject into its DNA a “should we” question when it came to all dealings with and decision made on behalf of customers.

The report also urged CBA to embrace “cultural change that moves the dial from reactive and complacent to empowered, challenging and striving for best practice in risk identification and remediation”.

APRA chairman Wayne Byres said: “The panel notes in its report that regaining community trust will require time, hard work and an undistracted risk and customer focus and that its recommendations should assist the CBA board and staff in translating CBA’s undoubted financial strength and good intent into better meeting the community’s needs and expectations.”