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• W74662759 abstract "Around 1970, John B. McCoy attended an international banking conference that included a session promoting foreign currency dealings. Transactions involving Swedish kroner seemed particularly juicy. When he returned to his Columbus, Ohio, bank, he told his father, John G. McCoy, that these attractive deals looked like something their organization should investigate. elder McCoy, skeptical, was on his way to a meeting. 'Sit down at my desk write down everything you know Sweden,' McCoy recalls his father saying. By the time the older banker had returned, McCoy's pad was still blank. The fact is, says McCoy, now chairman CEO of Banc One Corp., didn't know anything Sweden. This anecdote tells part of the story behind the $30.3 billion holding company's continuing success. middle-market retail, for the most part, says McCoy, and we try to perfect those areas. If we stick to the narrow focus, we can't get into a lot of trouble. They are smart enough to know that they are not smart enough to know when to stop, says Tom McCandless, an analyst who follows the organization for Goldman, Sachs & Co. So thet don't get enticed by the latest lending fad. don't gloat. Among stock analysts other industry experts, Banc One enjoys the closest thing there is to a stainless reputation in today's market. Whether the subject is mergers acquisitions, credit card lending, or retail banking, it is hard to find anyone who has anything negative to say Banc One. Its own financial releases trumpet some impressive statistics, such as average annual ROA ROE between 1981 1990 of 1.34% 17.14 respectively. That compares to a median of 0.73% 13.1%, respectively, for the 50 largest U.S. banking firms in the same period. ROA for 1990 was 1.53%. First quarter earnings set a corporate record annualized ROA for the quarter hit 1.66%, versus 1.56% the year earlier. Ask McCoy how the organization keeps its reputation from going to its headand he seems genuinely surprised. He acknowledges the image but simultaneously deflates it with a little story. A month or so after new executives start, McCoy meets with them to see what they think of their new organization. Invariably, McCoy says, the bankers say something along these lines: didn't appreciate all the problems that Banc One has until I got here. McCoy himself rates the institution only about a B-plus, maybe an A-minus, we can be a lot better, he says. We have our problems like everybody else. We're constantly surprised by how successful we are, so we've built the company on the concept of humility. As an example of the latter, McCoy says many Banc One corporate decisions are reached by a consensus of the management team. Indeed, analysts like the fact that Banc One is not a one-man band. Fate of acquirees. A phrase you hear a lot around Banc One headquarters is uncommon partnership. This is shorthand for the relationship enjoyed by banks that become part of the Banc One organization. There is a significant degree of autonomy among affiliate banks. Generally Banc One leaves existing management in charge of an acquired institution. idea is to maintain the talent that made the institution an attractive candidate in the first place while injecting it with Banc One's culture. Headquarters sets goals managers must meet, encourages competition between affiliates. Top executives of affiliates meet periodically results are ranked displayed for all to see. When one bank or another in the Banc One system is having a problem, managers are encouraged to seek advice from other parts of the organization. McCoy's attitude is that if an affiliate with a problem speaks up, everyone can work on the problem. You're more likely to get into trouble at Banc One if you keep you mouth shut. …" @default.
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• W74662759 date "1991-07-01" @default.
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• W74662759 title "What's So Good about Banc One?" @default.
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