joi, 5 iulie 2012

Rate Scandal Set to Spread


Former Barclays CEO Lambasted in Parliament as Other Banks Brace for Fallout


U.K. lawmakers grilled former Barclays CEO Robert Diamond for three hours about what he knew about the rating-fixing scandal that led to his resignation earlier this week. Sara Schaefer Munoz watched his performance. Photo: Reuters
LONDON—A day after abruptly resigning amid a mushrooming scandal over interest-rate manipulation, former Barclays BARC.LN -0.45% PLC chief Robert Diamond on Wednesday was assailed by British lawmakers for the bank's actions, in a preview of the scrutiny likely to lie ahead for other big lenders that are under investigation.
Barclays last week agreed to pay $453 million to settle U.S. and British authorities' allegations that the British bank tried to manipulate the London interbank offered rate, or Libor, which is the benchmark for interest rates on trillions of dollars of loans to individuals and businesses around the world.
Barclays executives initially believed they could ride out any resulting fallout from the settlement and accompanying admission that Barclays had acted improperly. But by Tuesday, the scandal had prompted the resignations of Mr. Diamond, Barclays Chairman Marcus Agius and Chief Operating Officer Jerry del Missier, some of the British banking industry's most prominent figures. No individuals were charged.
With British politicians on all sides calling for further investigations, Mr. Diamond faced hostile questions from a parliamentary committee. Lawmakers expressed skepticism about his claim that he wasn't aware until recently of his subordinates' improprieties.
"Either you were complicit, grossly negligent or incompetent," John Mann, a Labour lawmaker, told Mr. Diamond.
After a pause, Mr. Diamond asked, "Is there a question?"
The Libor affair isn't solely a Barclays problem. In the U.K., the scandal has quickly touched other top figures in the British political and finance establishment. That is partly because Mr. Diamond sought to deflect some of the blame by saying that Mr. del Missier, one of his deputies, believed that by lowering Barclays's Libor submissions he was acting at the behest of a top Bank of England official, Paul Tucker. That allegation is explosive, since Mr. Tucker has been regarded as a front-runner to become the central bank's next governor.
Barclays won't be the only bank put through the wringer over the question of Libor manipulation, which first emerged as an issue four years ago when a series of Wall Street Journal articles raised questions about possible fudging involving the interest-rate benchmark.
Libor, a measure of how much banks have to pay to borrow from each other, is drawn up daily following submissions from a group of 16 giant banks, which report their borrowing costs for loans of different maturities and in different currencies.
Investigations of more than a dozen banks—by authorities on three continents—are starting to unearth evidence that some banks improperly sought to manipulate Libor. Regulators say that some banks, including Barclays, submitted artificially low readings during the early days of the financial crisis as part of an effort to mask the financial problems they were encountering.
Analysts say the industry may have to shell out billions of dollars to settle the cases and other bank chiefs could find themselves in the cross hairs.
Wednesday's three-hour parliamentary hearing didn't yield much new information about what some industry executives say was a widespread practice of submitting faulty Libor data. It also didn't fully clarify the roles played by Mr. Tucker or British government officials.
Wednesday's three-hour parliamentary hearing didn't yield much new information about what some industry executives say was a widespread practice of submitting faulty Libor data. It also didn't fully clarify the roles played by Mr. Tucker or British government officials.
At Wednesday's hearing, Mr. Diamond repeatedly condemned the "reprehensible" behavior of a few employees, saying, "It puts a real stain on the organization." But he argued that their actions shouldn't undermine the entire company.
His explanations were rejected, as was his protocol. One lawmaker, Teresa Pearce, tweeted: "Really annoying that Mr Diamond is using our first names. so rude."
Besides roiling London's tightknit financial hub, the fracas highlights the power the British government continues to wield over the financial sector, years after taking partial control over two teetering lenders.
Barclays's chairman, Mr. Agius, announced his resignation Monday in an attempt to defuse the billowing political outrage. That evening, the governor of the Bank of England and the chairman of the Financial Services Authority each contacted Mr. Agius. They both delivered the message that Mr. Diamond needed to step down to restore confidence in the bank, according to people familiar with the matter. Mr. Diamond resigned early Tuesday.
Barclays is the only bank so far to resolve Libor-fixing allegations, but roughly a dozen banks have acknowledged being under criminal or civil investigation in various countries in the matter.
In its settlement with U.S. and British authorities, Barclays acknowledged that, starting in 2005, traders submitted erroneous data about its borrowing costs, in what was then an effort by some employees to boost profits on the positions they held. Regulators uncovered emails, instant messages and phone calls in which Barclays traders and other employees openly discussed their tactics.
But by 2008, with the financial crisis intensifying, Barclays was routinely submitting some of the highest cost-of-borrowing readings of any bank. Executives at Barclays, which was financially healthier than some banks that were reporting lower borrowing costs, believed this was because rivals were reporting bogus data to conceal their financial problems. Mr. Diamond and other executives repeatedly complained to regulators.
Barclays officials had hoped that by settling early, they would win praise for full cooperation and for resolving uncertainty about the potentially hefty price tag of any settlement.
Mr. Diamond and his circle thought the story could fizzle after a single news cycle, according to people familiar with the matter. Some board members were especially hopeful because Mr. Diamond and three top lieutenants agreed, as part of the settlement, to forgo their 2012 bonuses.
It was a familiar attitude to some Barclays executives, who coined the term "Bob-timism" to reflect their boss's eternally upbeat perspective.
Just five days before the settlement, Barclays promoted an investment-banking executive, Mr. del Missier, to chief operating officer. The FSA signed off on the promotion. On Tuesday, Mr. del Missier, now publicly identified as being at the center of the Libor scandal, resigned.
Last week, as politicians were calling for Mr. Diamond's head, he shrugged off such concerns. In a meeting with Morgan Stanley MS +1.14% analysts, according to a person who attended, he argued that his job was safe, partly because the FSA had already been aware of Barclays's involvement in the Libor allegations in autumn 2010 when the regulator approved his promotion to CEO.
Mr. Diamond and his staff spent last weekend holed up at Barclays's offices in London's Canary Wharf district preparing a video to express confidence the bank could weather the furor.
On Monday, Mr. Agius said he would step down, fueling executives' optimism Mr. Diamond could hang onto his own job, said people familiar with the matter. But by the end of the day, Mr. Diamond realized that wasn't realistic and informed Mr. Agius he too was quitting.
On Tuesday, Barclays initiated a damage-control effort. It released an October 2008 email from Mr. Diamond to two colleagues in which he described a phone call from the Bank of England's Mr. Tucker. According to Mr. Diamond's notes, Mr. Tucker said unidentified senior British government officials were concerned that Barclays was consistently reporting above-average Libor readings
"Mr. Tucker stated…that while he was certain we did not need advice, that it did not always need to be the case that we appeared as high as we have recently," according to Mr. Diamond's notes. Mr. del Missier, to whom Mr. Diamond emailed his notes, interpreted them as a Bank of England instruction for Barclays to submit lower Libor readings, according to Barclays.
Mr. del Missier couldn't be reached on Wednesday. A Bank of England spokesman declined to comment on Mr. Tucker's behalf.
The central bank said Mr. Tucker has requested an invitation to appear before the Parliamentary panel Mr. Diamond faced Wednesday "in order to clarify" the situation.
                                                                                                                      By: online.wsj.com


Google's Algorithms for Talent

Google Inc. GOOG +1.27% Chief Executive Larry Page has spent the past year trying to bring a renewed sense of urgency and focus to the search company, in what he calls putting "more wood behind fewer arrows." Playing a big part in that effort to battle threats from Facebook Inc., FB +1.38% Apple Inc. AAPL +1.15% and Amazon.com Inc.,AMZN +0.09% is GoogleEDU, the company's two-year-old learning and leadership-development program


GoogleEDU is formalizing learning at the company in an entirely new way, relying on data analytics and other measures to ensure it is teaching employees what they need to know to keep profits humming.


Last year, Google offered more classes to more employees than it ever has before, with about a third of its 33,100-strong global workforce going through the in-house program. It cut classes that didn't work and retooled others. "What's important is that it aligns with our overall business strategy," says Karen May, Google's vice president of leadership and talent, who has led the revamping of GoogleEDU.


Companies have long sought to boost their employees' performance through training and leadership programs. U.S. businesses spent $171.5 billion on learning and development in 2010, the most recent year for which data is available, according to the American Society for Training and Development. General Electric Co., GE -0.29% for example, spends $1 billion annually on training and education programs for its employees, according to its website.


Getting these programs to work, though, is tricky. Management experts say it is all well and good to send employees to classes, but to get the lessons to stick, employees need to apply them to their daily work lives. Employees often take a class and "say, 'Gee, this is great,' and go back to their jobs and do the same old thing," says Professor David Bradford, director of the executive program in leadership at Stanford University.


Google thinks it has found a way to make its learning stick. It has become more exacting about when it offers classes and to whom. It uses employee reviews of managers—similar to the instructor reviews that college students fill out at the end of a semester—to suggest courses to managers. Ever data-obsessed, Google uses statistics gathered from current and former employees to recommend certain courses to managers at different points in their career, say after a move to a new city or joining a new team.


The revamp of Google's training programs is particularly critical now. The company, with $38 billion in annual revenue, hired 8,000 employees last year, the biggest annual head-count increase in its history. As part of revamping GoogleEDU, the company's people team (they don't call it human resources in Silicon Valley) also began thinking about how to better integrate the influx of new employees, made up of managers as well as rank-and-file staff.


Experienced managers who join Google from other companies can find it difficult to operate in a culture where power over subordinates is derived from one's ideas and powers of persuasion, not job titles, says Ms. May. Decisions on promotions and raises are often made by consensus among peers and superiors. An employee isn't necessarily going to obey a manager just because he or she is a manager. This is radically different from most traditional corporations, which have a top-down, hierarchical style of management.


"There's a lot more persuasion involved because Googlers are really smart," says Scott Lederer, a former Google user-experience designer who left the company in 2011. "They are not going to do something for you just because of your title. You really have to make your case."


Thus Google offers a special class for new managers and executives where they are taught how to exert influence in more subtle ways, says Ms. May. "One of the practicalities of a less hierarchical company is that you aren't necessarily going to have the position power to decree something or dictate something," she says.


Google has also begun offering specific classes based on an employee's work area (engineering versus sales) and career stage (junior developer versus senior manager). "The more targeted it is, the better, because it is specific and actionable," says John Baldoni, president of Baldoni Consulting LLC, a leadership coaching-and-development firm based in Ann Arbor, Mich. "The downside of leadership development is that it is too often amorphous and doesn't speak to people in the language that they need at a specific time."


Rather than train a new manager in how the Google performance evaluation process works as soon as they are hired, they'll instead receive the training just before performance reviews begin. If a manager is taking on a new team member who is transferring from a Google office in a different location, he or she will receive an email as a reminder that new employees have said it is helpful when managers introduce them to others in the office or review the team's goals with the new employee.


"More individualized, customized recommendations are part of how, as we grow, we're trying to individualize and personalize the learning experience here," Ms. May says


Google won't reveal its attrition rate or what impact the revamped GoogleEDU has had on retention or employee morale. "We do see in our overall satisfaction scores that it does make a difference when we invest in people," says Ms. May.


The company's focus on learning has long been apparent to employees, some of whom say they were offered more classes at Google than at any other company at which they've worked. Jason Morrow, who left Google in 2010, says that continuing education is "baked into the culture" of the company.


Even before the formation of GoogleEDU in 2010, Google would assign promising young product managers career and management coaches who would teach them how to negotiate better salaries, improve their presentation skills, or talk through the reasons why someone should or shouldn't leave to found a start-up, remembers one former employee who left the company in 2007. He says that such programs "engendered a lot of loyalty" among employees.


"We work really hard to get the right people," says Ms. May. "We want them to reach their full potential."

                                                                                                                          By: online.wsj.com



Apple Preps for New Tablet


Parts Makers in Asia Gear Up to Produce Device With Smaller Screen Than iPad


Apple Inc.'s AAPL +1.15% component suppliers in Asia are preparing for mass production in September of a tablet computer with a smaller screen than the iPad, people familiar with the situation said, suggesting a launch for the device is near.

Two of the people said that the tablet's screen will likely be smaller than eight inches. The iPad's screen measures 9.7 inches, unchanged since the first model was released in 2010.

Officials at the component suppliers, who declined to be named, said this week that Apple has told them to prepare for mass production of the smaller tablet. The Wall Street Journal reported in February that Apple was testing such a device but hadn't yet decided whether to proceed with production.

Apple is working with include LG DisplayCo. LPL +4.44% of South Korea and Taiwan-based AU Optronics Co.AUO +1.24%

An Apple spokeswoman in California declined to comment.

Analysts said a smaller tablet could help Cupertino, Calif.-based Apple maintain its dominance in a market that keeps getting more crowded. Competitors includeSamsung Electronics Co.

005930.SE +1.36% and Amazon.com Inc.,AMZN +0.09% while Microsoft Corp.MSFT +0.65% and Google Inc.GOOG +1.27% recently unveiled tablet devices.

Last year, the iPad held a 62% share of the world-wide tablet market, according to market research firm IHS iSuppli, which expects overall tablet sales this year to surge 85% to 126.6 million units..

As the market continues to expand, consumers' choices—in size, technical specifications and price—are growing more varied. Last week, Google started taking orders for the Nexus 7, a tablet device with a seven-inch screen that will sell for $199. That matches the price of Amazon's Kindle Fire, which came out last year and also has a seven-inch screen.

Microsoft's Surface tablet, expected to debut this fall, has a 10.6-inch display, larger than the iPad. Microsoft's Windows Chief Steve Sinofsky said that it will be "priced like comparable tablets."

                                                                                                                           By: online.wsj.com