Monthly Archive for November, 2010

Mervyn King in defence of Accounting?

There seems to have been a working assumption in the past that any problem involving ‘numbers’ was automatically the fault of the accountants. [I have to say, in my experience, this isn’t too far from the truth at an organisational as well as a macroeconomic level!].

However, maybe those (partially blinkered?) days are numbered following Bank of England governor Mervyn King’s statements last week speaking during a Parliamentary Inquiry Lords committee which has already directed some of the blame at accounting. The Committee is investigating the contribution to the crisis of both accounting standards and the audit profession.

King told a Lords committee that it is ‘misguided’ to blame accounting rules [for banks’ behaviour]; instead, he highlighted the problem of poor management.

The accounting rules in question were various complex IFRS standards adopted by the UK from 2005 which may have inadvertently encouraged banks to load their balance sheets with overpriced assets. The standards effectively obliged banks and other companies to value their assets at market price – clearly this inflated balance sheets in the run up to the crisis; of course, as soon as liquidity issues started to strike, then the same methods sent valuations crashing. The complexity of the rules may have led to banks ‘forgetting’ that judgements of prudency may override any accounting rule.

In support, Tim Bush, a member of the Accounting Standards Board’s (ASB) Urgent Issues Task Force (UITF), pointed to other accounting rules on impairment, contingent liabilities and securitisation as others that may have contributed to the problem. He said that “I believe that these deficiencies were a major factor in the banks that failed in the UK and Ireland”.

Mervyn King stated that “no management should ever use accounts as an excuse for imprudent behaviour”.

Whilst the inquiry continues, perhaps people might start to see accountants as one partner in the overall business management process rather than keepers of ‘anything with a number in it’.

Of course, any finance professional worth their salt will always work as business advisor to the management, and not blindly follow the rules!

Six learning experiences that shape all leaders.

The Sunday Times (10.10.10) reported that so many people now agree on what shapes top leaders that some people think no more research is necessary!

So, what are these magical experiences?

  • Early work experience. It may have been good enough to lead to a lifelong obsession, or bad enough to force someone to seek better. My two months at a big six accounting firm while I was at University encouraged me to choose to qualify within industry.
  • The influence of others. Someone (usually the boss) who may have been good enough to seek to emulate, or bad enough to seek to avoid emulating. My first manager (Stephen Burr, Delta plc) taught me everything I needed to know about balance sheet management – simple but effective.
  • Short-term assignments. Anything from projects, covering a job, interim management – the key is to see what’s out there and get out of your comfort zone. The reason I ended up leaving my first job was that I was excited about the prospect of standing in for my boss while he went on a foreign assignment; he was stood down and so was I, but I had tasted the next level.
  • A big break. May be a first promotion, a big bonus, a new job – something where, suddenly, things were bigger, more complex, more important or a big responsibility. When you’re an interim executive, everything is complex and important!
  • Hardship. It may be personal or professional, but the lessons learned were crucial to understand how to manage in a crisis, and what’s important when the chips are down. When my second employer was in the process of being taken over, things were tough, and then made worse by a personal misfortune.
  • Management development. It is, perhaps surprisingly, not a major factor – which is bad news for business schools and the like.

What’s interesting is that most of the main issues revolve squarely around experiential learning and having ‘been there’ rather than bookwork and technical knowledge. So, it would appear that if you wish to be a leader of tomorrow, then you might need to get out a bit more…