Banks and the Hierarchical Social Web

March 16, 2010

Question: What’s the difference between the social web and, say, office politics?

Answer: There isn’t any.

I came across an interesting article on Jonathan Lehrer’s excellent blog, The Frontal Cortex.  In it, he expresses concern about how:

“Online social platforms both magnify our hierarchies (by measuring our friends, followers, links, etc.) and erase the ‘disproportions,’ so that we suddenly find ourselves in the same monkey cage with a far larger number of monkeys.”

It should come as no surprise that, as the social web matures, it becomes more and more like the offline world.

Everyone says that social media is about people.  Well, this is how people act.  They compete.  They keep score.  They defend what’s theirs.  We’re not going to lose these hard-wired behaviors just because the technology changes.  Or, for that matter, because the generation changes.

These behaviors have survived from prehistory into the present.  They will continue to be passed from generation to generation until some misguided future generation decides to genetically tweeze them out.  And that will mark the beginning of the end.

Occasionally, I come across a book or article claiming that these behaviors are outmoded and no longer useful—that they are unfit for the modern world.

I beg to differ.  These behaviors make us human.  They are the strategies our genes developed long, long ago to ensure our survival.  And they’ve worked.  They don’t feel comfortable now because they never did.

But, hey, the bonding behaviors that fueled the social web’s growth are also survival strategies.

So is the social web becoming more Darwinian?  Or more fully human?

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Outside-In Banking Back from the Dead

January 18, 2010

Due to family health problems and a workload ramp-up, I’ve let this blog languish for the past month or so—a situation I plan to correct, starting now.

Over the next couple of weeks I’ll be addressing brands, advertising, social media, and general bank marketing, along with a few new topics that have caught my fancy.

Thanks for your readership and your patience.

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Its a Bird. It’s a Plane. It’s a Bank. (The Prequel)

October 15, 2009

brooklyn-superhero-supply-co

I just thought of something that should have preceded my last post, so please read this first:

There’s been a lot of talk over the past few months about whether the recession has permanently changed consumer spending habits; I’ve yet to hear anything about corporations permanently changing their spending habits.

They’ve been working very, very hard at doing more with less (i.e. with fewer employees).  Why would they return to doing less with more?  Most of those jobs may be gone for good.

Which means that millions of workers may have to look elsewhere for employment.

The majority will be sending their resumes to small businesses. Unfortunately, they may be better off saving the postage.  The hope of small business absorbing a meaningful percentage of our unemployed workers is getting dimmer by the day.

Is it time for banks to don their tights and capes for America?

Continued in my previous post.

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It’s a Bird. It’s a Plane. It’s a Bank.

October 14, 2009

The market hit 10,000 today, banks are paying out record bonuses, and at least one writer has declared that, for banks, the recession is over.

In a post about JP Morgan Chase, JJ Hornblass wrote that focusing on credit losses distorts the real picture:

“The mark of the end is in net-interest margins, originations, relative stabilization of loss reserves, and elsewhere. Again, JPM’s credit card unit offers a fine example. JPM’s cards produced net-interest margins 9.10% last quarter, up a hefty 47 basis points from the second quarter. That’s a notable jump in margin. You see similar positives sprinkled throughout JPM’s earnings, such as appreciation in the bank’s leveraged loans portfolio. In all, JPM reported net income of $3.6 billion on revenue of $28.8 billion.

“What these factors imply overall is that the banking business today and going forward is healthy.”

Does this mean that banks will finally start loosening up some lending money for small business?  Unfortunately, that doesn’t seem likely.  Since the bailout, banks have reduced lending at the fastest rate on record.

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Here’s what William C. Dudley, president of the Federal Reserve Bank of New York, had to say in a recent speech:

“For small business borrowers, there are three problems. First, the fundamentals of their businesses have often deteriorated because of the length and severity of the recession—making many less creditworthy. Second, some sources of funding for small businesses—credit card borrowing and home equity loans—have dried up as banks have responded to rising credit losses in these areas by tightening credit standards. Third, small businesses have few alternative sources of funds. They are too small to borrow in the capital markets and the Small Business Administration programs are not large enough to accommodate more than a small fraction of the demand from this sector.”

Atlanta Fed research economist, Dr. Melinda Pitts, is equally pessimistic:

“Looking ahead, it’s not clear whether small businesses will continue to play their traditional role in hiring staff and helping to fuel an employment recovery.”

Small businesses have typically been responsible for about 45% of all U.S. employment.  It’s doubtful they can take that on again without access to credit.

Banks with courage to do so have an unusual opportunity to be heroes here. That’s right, I said heroes. By jump-starting small business, they could actually help end the recession for those outside the banking industry.

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Can Banks Change Behavior with Technology?

October 13, 2009

Watch this little film, then think about how you can apply its lesson to your bank.

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