WEBVTT - Surveillance: Global Risks Are Interconnected, Bremmer Says

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<v Speaker 1>Ye, Welcome to the Bloomberg Surveillance Podcast. I'm Tom Keene

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<v Speaker 1>Jai Ley. We bring you insight from the best in economics, finance, investment,

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<v Speaker 1>and international relations. Find Bloomberg Surveillance on Apple Podcasts, SoundCloud,

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<v Speaker 1>Bloomberg dot Com, and of course on the Bloomberg in Bramer.

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<v Speaker 1>You write a group founder and president alongside Thomas at

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<v Speaker 1>Bobell Access CEO. So Thomas talked to me about this report,

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<v Speaker 1>what have we learned and what I've been working on

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<v Speaker 1>with you write a group. So we're doing this report

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<v Speaker 1>every year, which is basically asking many many people around

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<v Speaker 1>the world, what are the top risks? And since we

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<v Speaker 1>feel that the risk landscape has changed, we really wanted

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<v Speaker 1>to have a partner that is also looking at the

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<v Speaker 1>geopolitical dimension, because what you see is that the top

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<v Speaker 1>risks remained the same climate, technology, geopolitical tensions, but what

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<v Speaker 1>new is that they are interlinked and that there is

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<v Speaker 1>a very big geopolitical component to it, which makes the

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<v Speaker 1>combination of the two of us very interesting to understand

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<v Speaker 1>these risks and see what can we do with them.

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<v Speaker 1>Part of the risk is the financial risk. We've got

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<v Speaker 1>the banks coming out right now in America, you have

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<v Speaker 1>a massive sprawl of financial realities, and part of that

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<v Speaker 1>is the actual assumption is coming down all those liabilities

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<v Speaker 1>you about further our butter stuff against the low rate environment.

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<v Speaker 1>How do you take the financial risk of this study

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<v Speaker 1>in with the new actual assumption that's out there. The

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<v Speaker 1>financial risk is very much linked to the third risk,

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<v Speaker 1>which is the geopolitical risk because if you look and

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<v Speaker 1>the social risk, if you look the low interest rate

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<v Speaker 1>drive the fragmentation of society since uh, it is all

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<v Speaker 1>about the retirement of people and how they can live

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<v Speaker 1>going forward. Um, this touch is very much that topic.

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<v Speaker 1>I mean, this is heart and center. I mean, the

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<v Speaker 1>low economic growth, the low terminal whose we have all

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<v Speaker 1>comes back to populism and the social discontent you have

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<v Speaker 1>in this report now, I mean it's not a happy

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<v Speaker 1>report in the sense that we know that the geopolitical risks,

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<v Speaker 1>the technological risks, and the climate risks are all at

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<v Speaker 1>very elevated levels. But they're hitting at a time when

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<v Speaker 1>the economy is starting to slow really for the first

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<v Speaker 1>time since the largest recession we've experienced in many decades.

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<v Speaker 1>That that combination is going to make for a lot

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<v Speaker 1>of crises, mostly inside countries, mostly making it harder for

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<v Speaker 1>governments to respond effectively, but some across borders. And John

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<v Speaker 1>with you to go up and f Yesterday, I just

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<v Speaker 1>did a down the study of the I m F data.

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<v Speaker 1>Only two countries have any kind of flat up vector,

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<v Speaker 1>the United States and Spain. And other than that, it's

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<v Speaker 1>a pretty ugly synchronized growth Slowan We'll take a look

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<v Speaker 1>at Germany and Europe right now, it's onomably the weak economy,

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<v Speaker 1>the weakest link in the U sign at the moment.

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<v Speaker 1>And ye know to just aggressively loud Thomas speak to that.

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<v Speaker 1>R US. We have many people come on this program

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<v Speaker 1>and talk about how low rates are a problem, negative

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<v Speaker 1>yields or an issue. You run acca just how much

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<v Speaker 1>of an issue is this right now? No, it's it's

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<v Speaker 1>a it's a big issue for the whole industry. I

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<v Speaker 1>mean on our side as act, we have moved away

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<v Speaker 1>from financial risks quite early on, So about three or

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<v Speaker 1>four years ago we changed our portfolio from being eighty

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<v Speaker 1>percent focused on financial markets to being eighty percent focused

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<v Speaker 1>on technical risks, so buildings, health protection and so on.

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<v Speaker 1>We are less we are less touched by it now.

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<v Speaker 1>But when you look at the whole industry. It's a

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<v Speaker 1>massive issue for the industry, but also for the states

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<v Speaker 1>because the reaction power of the Europeans, if you're talking

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<v Speaker 1>about Europe towards a new crisis, will be much lower

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<v Speaker 1>than it used to be in two thousand night. Have

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<v Speaker 1>you been able to lobby the European Central Bank its all?

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<v Speaker 1>Have you had any discussions with policy makers? Have you've

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<v Speaker 1>given them your perspective on what do you think the

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<v Speaker 1>current monetary policy setting actually means for this business? Certainly,

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<v Speaker 1>but the issue is, to my mind, a different one.

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<v Speaker 1>The monetary policy is just a question of do I

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<v Speaker 1>give enough room and free space for the states to

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<v Speaker 1>actually pursue structural reforms. What we see today is that

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<v Speaker 1>many of the European states have not pursued the structural

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<v Speaker 1>reforms necessary, and therefore we come to an end of

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<v Speaker 1>the monitor of policy. Ian. Then this is the geopolitics,

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<v Speaker 1>and right now it's an upper we'll come back and

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<v Speaker 1>talk about this in our next section. Right now, have

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<v Speaker 1>you ever seen it like this? Are we just so

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<v Speaker 1>benumb that we you know, it's this thing, this thing,

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<v Speaker 1>this thing, this thing. Have you ever seen it like? No?

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<v Speaker 1>Not in my lifetime, and it's in part of it's

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<v Speaker 1>because inside governments you have such polarization that's really challenging

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<v Speaker 1>the existing institutional framework of the country to so many

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<v Speaker 1>countries country, but also because the U. S. China relationship

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<v Speaker 1>has hit a tipping point. I mean, we've had twenty

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<v Speaker 1>five plus year is where we haven't had to worry

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<v Speaker 1>about the basic geopolitical fabric of the world. That's not true.

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<v Speaker 1>And your Meredith Sumter has been outstanding. What is her

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<v Speaker 1>latest on John? I mean, I don't even know where

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<v Speaker 1>are you still in trade talks with China? I believe

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<v Speaker 1>we're still in a guy shading face. No deal is

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<v Speaker 1>no deal will phase one Phase A no deal is happening,

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<v Speaker 1>But more importantly than no deal happening, the Chinese going

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<v Speaker 1>increasingly their own way on technology, on supply chain, on standards,

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<v Speaker 1>recognizing that the future, irrespective of who the American president is,

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<v Speaker 1>is going to be discermined in their space by their rules.

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<v Speaker 1>That's not a good place to be a global investor.

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<v Speaker 1>We're gonna come back with Ian Bremer and Thomas Burrow

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<v Speaker 1>here on our five Things you Need to Know really

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<v Speaker 1>wrap it around their good research and report, but John,

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<v Speaker 1>this is breaking news. The teenager Harvey Elliott of Liverpool

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<v Speaker 1>banded fourteen days suspended outrage time out here for his

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<v Speaker 1>impersonation of Mr Kane of the Todds Gina who sponsors Liverpool. No,

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<v Speaker 1>I don't the gentleman sitting next to me, but I

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<v Speaker 1>feel like you knew that already. Are we going to

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<v Speaker 1>do this in the commercial break? Are we doing this live? Live?

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<v Speaker 1>In the next segment, Alison Williams dropped behind in charge

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<v Speaker 1>of all of banking analysis for Bloomberg. That's like a

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<v Speaker 1>ginormous job. And she has joins us right now, two madmen,

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<v Speaker 1>And there was the beginning of an adward of Hurts

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<v Speaker 1>and Avis. My amateur take is JP Morgan is Hurts

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<v Speaker 1>and Bank of America's Avis. What does Brian moynihan need

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<v Speaker 1>to do to competitively find the ratios, the stock performance,

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<v Speaker 1>the financial excellence of his her competitor. I think what

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<v Speaker 1>he's showing is that he's getting there. So so wou'd say,

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<v Speaker 1>you know, so JP Morgan is is executing at the

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<v Speaker 1>top of all the banks. They have leading profitability, right, um,

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<v Speaker 1>they are leaders and across all their businesses and so um,

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<v Speaker 1>you know to your analogy. Others, UM are sort of

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<v Speaker 1>on the path. I think for Bank of America, they

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<v Speaker 1>the positives this quarter were one expense progress and two

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<v Speaker 1>market share gains. And that's that's really what we're looking

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<v Speaker 1>for in this environment because the revenue environment execution, it

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<v Speaker 1>looks like really solid execution. UM. We see it elsewhere

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<v Speaker 1>in selective businesses. UM. So UM. You know, there were

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<v Speaker 1>there were some positives I think in City Groups quarter,

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<v Speaker 1>but I think you know, if you look at City

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<v Speaker 1>Group and Wells, I think the disappointment there is on

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<v Speaker 1>the cost side. And so you know, both of those

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<v Speaker 1>banks coming in a little higher than expected on costs

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<v Speaker 1>and you know, looking to the future, whereas we're seeing

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<v Speaker 1>you know, a Bank of America it happening UM today

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<v Speaker 1>coming in below their guidance. JP Morgan yesterday also lowering

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<v Speaker 1>their guidance on costs. And you know, we talked about costs,

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<v Speaker 1>we talked about branches. But you know, to me, one

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<v Speaker 1>of the interesting metrics that that shows us really what's

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<v Speaker 1>happening is UM. You know, digital, We know that the

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<v Speaker 1>cost of mobile banking is so much lower, and we're

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<v Speaker 1>actually seeing an uptick in digital growth at both bank

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<v Speaker 1>America and JK we went your market share. And you're

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<v Speaker 1>too young to remember this, but I remember when they

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<v Speaker 1>combined and merge banks and they were regionally distinct in separate.

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<v Speaker 1>Is the future of market share that Bank of America

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<v Speaker 1>will compete with JP Morgan for the same geography in

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<v Speaker 1>Ohio or will they continue to partition out market share.

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<v Speaker 1>I think that we are UM converging to broad coverage. Right.

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<v Speaker 1>So to your point years ago, the way to get

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<v Speaker 1>there was acquisition the bank you bought, Fleet Bank or whatever.

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<v Speaker 1>The UM and especially Bank America has sort of a

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<v Speaker 1>storied history of being built through UM acquisition. JP Morgan

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<v Speaker 1>is sort of a couple of bigger combinations. But anyway,

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<v Speaker 1>I think in a way the tax gift to banks,

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<v Speaker 1>if you will, was that UM. With that announcement, we

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<v Speaker 1>did get two major plans from JP Morgan Bank America saying, look,

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<v Speaker 1>we're looking at what markets are we not in, what

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<v Speaker 1>markets are we going in? And they're going into that

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<v Speaker 1>market UM. And I think you know what's telling is

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<v Speaker 1>our regional bank analysts saying that he is seeing share

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<v Speaker 1>accruing to these bigger banks. And listen, just a final

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<v Speaker 1>question on what is happening with the right sensitivity of

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<v Speaker 1>some of these banks. Many of them were looking for

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<v Speaker 1>two right cuts this year. So far, that's what we've had.

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<v Speaker 1>We may well have more. How are the businesses holding up?

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<v Speaker 1>What do the net interest margins look like? What does

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<v Speaker 1>net interest income look like? So that was again another

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<v Speaker 1>story of Bank America that holds holding up more positive

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<v Speaker 1>And I think what we're seeing for Bank America and

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<v Speaker 1>JP Morgan as well is as we're seeing a pick

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<v Speaker 1>up on the consumer side of things, those are higher

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<v Speaker 1>yielding assets. Um Also they tend to have a different

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<v Speaker 1>uh sensitivity to rates, if you will, and so that

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<v Speaker 1>is really helping them interest margins and net interest income

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<v Speaker 1>hold up better. At the fact that we're getting better

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<v Speaker 1>consumer loan ground. So when Tom puts his rent on

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<v Speaker 1>his credit account at the end of each month, his

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<v Speaker 1>interest rights aren't going down. That's essentially at Tom, they

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<v Speaker 1>still high. You're interest right at the end of the month?

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<v Speaker 1>Is still han your credit count? Yeah, it's like jen,

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<v Speaker 1>I mean, it's like wicked genormous. Is it a record high? Now?

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<v Speaker 1>Is that safe to say? I don't believe. Actually it's

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<v Speaker 1>it's a record How I'll have to look and circle

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<v Speaker 1>back with you. But what I would say is that

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<v Speaker 1>when you look at those prices, they're inelastic, right, So

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<v Speaker 1>even if they're not, you know, historic high versus their

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<v Speaker 1>own history, they're certainly the highest across products. And as

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<v Speaker 1>rates go up and down, you'll get things like commercial

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<v Speaker 1>loans repricing a meeting you know very closely, whereas the

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<v Speaker 1>car it is much more in as quick question is

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<v Speaker 1>operating income in the middle of the income statement? Do

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<v Speaker 1>you see that growth continuing forward the last five years

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<v Speaker 1>recovery has been extraordinary? But does it still for these

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<v Speaker 1>major banks continue to grow? Grow, grow, It should still

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<v Speaker 1>continue to grow. The one question that we have, the

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<v Speaker 1>one thing that would interrupt it relates to credit costs.

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<v Speaker 1>Credit is solid. We barely even touch on it um

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<v Speaker 1>over the last few earnings because it's been such a

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<v Speaker 1>great story. Um. But you know a recession is coming

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<v Speaker 1>one day, um and at that point, well we're going

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<v Speaker 1>to have to see, you know, I guess how long

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<v Speaker 1>out is it and how severe. Alison Williams always great

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<v Speaker 1>to get your insight. Blimbag Intelligence is semior analyst on

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<v Speaker 1>the US banks. As we get more bank earnings from

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<v Speaker 1>the United States of America over the last twenty four

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<v Speaker 1>hours and the next twenty four hours to bank America

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<v Speaker 1>up in a pre market song by a little more

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<v Speaker 1>than two percentage point. Tom Keenan John Farrow, had we

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<v Speaker 1>now celebrate a new book out there, all of you

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<v Speaker 1>know that listened to me every day. My joy of

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<v Speaker 1>the Leader's bookshelf James trevidis from four or five six

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<v Speaker 1>years ago. It was my book of the year at

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<v Speaker 1>the time. Within it packed from generals, from admirals are

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<v Speaker 1>forty fifty even sixty books you should read. If you

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<v Speaker 1>read ton of them, you're a changed person. The adiral

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<v Speaker 1>now has outdone himself. James Trevidis on Sailing True North.

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<v Speaker 1>Ten Admirals and the Voyage of Character. It reminded me

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<v Speaker 1>so much, Jim of Eric Larrabie's Commander in Chief, his

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<v Speaker 1>wonderful book on f dr in all of his generals.

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<v Speaker 1>But you take the admirals over time. You begin long

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<v Speaker 1>ago and far away. How far back do you need

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<v Speaker 1>to go to find an admiral of character? I think,

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<v Speaker 1>to really a survey the seascape time, you've really got

0:13:02.360 --> 0:13:05.080
<v Speaker 1>to go back over two thousand years ago, and you

0:13:05.120 --> 0:13:07.160
<v Speaker 1>have to go to the ancient Greeks and the Battle

0:13:07.280 --> 0:13:11.800
<v Speaker 1>of Solemnists, where the Greeks turned back the Persian invaders

0:13:11.840 --> 0:13:14.400
<v Speaker 1>in a massive sea battle. And the admiral's name was

0:13:14.480 --> 0:13:18.120
<v Speaker 1>the Mysticles. You bring it forward, and let's go right

0:13:18.120 --> 0:13:21.240
<v Speaker 1>to where Larabie was in World War two, the extraordinary

0:13:21.320 --> 0:13:25.000
<v Speaker 1>Nimits full disclosure, Nimits was worshiped in my house. Let's

0:13:25.040 --> 0:13:29.360
<v Speaker 1>begin with what Nimitz wrought with spruance and the others

0:13:29.440 --> 0:13:34.280
<v Speaker 1>after the debris of Pearl Harbor. The thing to understand

0:13:34.320 --> 0:13:39.240
<v Speaker 1>about Chester nimitz Is is incredible resilience, which springs from

0:13:39.360 --> 0:13:42.640
<v Speaker 1>deep reserves of character. Here's a man who has labored

0:13:42.679 --> 0:13:45.880
<v Speaker 1>his way up the career ladder finally gets the call

0:13:45.960 --> 0:13:49.280
<v Speaker 1>to take command of the most powerful military instrument on

0:13:49.320 --> 0:13:53.040
<v Speaker 1>the planet, the Pacific Fleet of the United States. Yet

0:13:53.080 --> 0:13:56.360
<v Speaker 1>the day he takes command, tom as you know, the

0:13:56.480 --> 0:14:00.319
<v Speaker 1>fleet is smoking ruin in front of him in Pearl Harbor.

0:14:00.440 --> 0:14:04.040
<v Speaker 1>The beautiful battleships sunk, the carriers are on the move

0:14:04.080 --> 0:14:06.800
<v Speaker 1>out at sea to win the Japanese. He's forced to

0:14:06.840 --> 0:14:09.840
<v Speaker 1>take demand on the deck of a diesel submarine, a

0:14:09.920 --> 0:14:15.120
<v Speaker 1>tiny little diesel. He's not wearing those beautiful choker whites.

0:14:15.200 --> 0:14:19.440
<v Speaker 1>He's wearing rumb tacks. He squares the shoulders, builds a

0:14:19.560 --> 0:14:22.680
<v Speaker 1>team and takes on the Japanese Empire, Jans trevinas and

0:14:22.800 --> 0:14:25.560
<v Speaker 1>we celebrate with the animal sailing true North. Let me

0:14:25.600 --> 0:14:29.520
<v Speaker 1>bring in Captain Pharaoh. Did you call the admiral? Jim's

0:14:29.520 --> 0:14:33.920
<v Speaker 1>called the Admiral Jim and the royalty checks I've gotten

0:14:34.000 --> 0:14:38.080
<v Speaker 1>from can Jim? Can I just clean this up? Because

0:14:38.080 --> 0:14:40.960
<v Speaker 1>he never really asks? Is it okay to call you Jim?

0:14:40.960 --> 0:14:42.800
<v Speaker 1>We're going to call you Jim. He's also a bloom

0:14:42.800 --> 0:14:45.680
<v Speaker 1>Bug opinion columnist. Now, I didn't know that you've written

0:14:45.720 --> 0:14:48.720
<v Speaker 1>a really interesting piece Jim recently, a survivor's guy to

0:14:48.800 --> 0:14:51.160
<v Speaker 1>testify in Congress, and imagine there might be some people

0:14:51.200 --> 0:14:53.800
<v Speaker 1>in Washington, d C. That need to read that. So

0:14:53.880 --> 0:14:59.160
<v Speaker 1>walk me through what your story is and the latest

0:14:59.200 --> 0:15:02.800
<v Speaker 1>Bloomberg Opim in piece. Um, it's about the character and

0:15:02.880 --> 0:15:06.760
<v Speaker 1>about the need for those who are facing a very

0:15:07.560 --> 0:15:11.080
<v Speaker 1>a very changing moment in their lives. They're being called

0:15:11.120 --> 0:15:15.120
<v Speaker 1>to testify in front of Congress, and they have to

0:15:15.160 --> 0:15:18.600
<v Speaker 1>follow the truth without fear or favor wherever it goes.

0:15:19.000 --> 0:15:21.440
<v Speaker 1>And some of these people will meet that challenge, and

0:15:21.520 --> 0:15:23.800
<v Speaker 1>some of them will not will know so much more

0:15:24.280 --> 0:15:27.080
<v Speaker 1>as a result of this unfolds in front of us.

0:15:27.240 --> 0:15:30.360
<v Speaker 1>But what we're seeing is a tempt of character. The

0:15:30.480 --> 0:15:34.080
<v Speaker 1>line Admiral Stevens and sailing true north is to sail

0:15:34.160 --> 0:15:37.720
<v Speaker 1>true east across the Mediterranean to where there's a Russian

0:15:37.840 --> 0:15:41.360
<v Speaker 1>navy at the end of the Mediterranean. The navy has

0:15:41.480 --> 0:15:44.440
<v Speaker 1>nothing to do with Turkey and Syria, and yet it's

0:15:44.480 --> 0:15:48.560
<v Speaker 1>got everything to do with Turkey and Syria. Tell me

0:15:48.680 --> 0:15:53.920
<v Speaker 1>first of all about the Russian navy at the in Syria?

0:15:55.000 --> 0:15:58.840
<v Speaker 1>Is it Lataki? Is that correct? It is? This is

0:15:58.880 --> 0:16:01.720
<v Speaker 1>one of the boards on uh, the Syrian coast. But

0:16:01.880 --> 0:16:04.440
<v Speaker 1>this uh, this portion of the Russian navy, tom as

0:16:04.480 --> 0:16:06.720
<v Speaker 1>I think you know, comes down from the Black Sea.

0:16:07.160 --> 0:16:11.240
<v Speaker 1>They have long had ambitions to dominate the eastern Mediterranean.

0:16:11.600 --> 0:16:15.600
<v Speaker 1>They are launching cruise missiles ashore. They have marines ashore,

0:16:15.720 --> 0:16:19.080
<v Speaker 1>just like we send our marines ashore. They provide air defense,

0:16:19.120 --> 0:16:22.440
<v Speaker 1>they're part of the logistics chain that moves supplies to

0:16:22.480 --> 0:16:25.800
<v Speaker 1>the Russian forces. They are very much integral to what

0:16:25.960 --> 0:16:29.680
<v Speaker 1>is happening in Syria today. How how is our navy

0:16:29.800 --> 0:16:32.480
<v Speaker 1>responding to this? I mean do we show the flag

0:16:33.040 --> 0:16:35.560
<v Speaker 1>through the Bosphorus? I mean, folks, this is ancient stuff.

0:16:35.560 --> 0:16:39.480
<v Speaker 1>This is like Crimean War eighteen fifty six amerals Tavitas.

0:16:39.600 --> 0:16:43.920
<v Speaker 1>How does our navy respond to showing the flag? After

0:16:43.960 --> 0:16:48.680
<v Speaker 1>the events of the last fourteen days, we are deploying

0:16:48.800 --> 0:16:52.200
<v Speaker 1>a carrier battle group, which is an aircraft carrier and

0:16:52.360 --> 0:16:55.960
<v Speaker 1>half a dozen ships through that eastern Mediterranean. Some of

0:16:56.000 --> 0:16:58.720
<v Speaker 1>those ships, the destroyers, will break off and go through

0:16:58.720 --> 0:17:02.360
<v Speaker 1>the Bosphorus into the Axe. As you know, aircraft carriers

0:17:02.360 --> 0:17:05.879
<v Speaker 1>are not permitted to do so under the Montro Convention.

0:17:06.280 --> 0:17:09.280
<v Speaker 1>So we'll send those smaller destroyers into the Black Sea

0:17:09.320 --> 0:17:13.040
<v Speaker 1>show of force. We will be surveilling the Russian fleet

0:17:13.119 --> 0:17:16.400
<v Speaker 1>off the coast. We'll be operating with our allies partners

0:17:16.400 --> 0:17:19.760
<v Speaker 1>in France. This is really a NATO mission. The Mediterranean

0:17:19.920 --> 0:17:24.000
<v Speaker 1>is our largest maritime border to the south, so you

0:17:24.040 --> 0:17:27.120
<v Speaker 1>know those ways, Tom will continue to be very engaged

0:17:27.320 --> 0:17:30.040
<v Speaker 1>from the sea in the Syrian crisis. What is the

0:17:30.119 --> 0:17:32.640
<v Speaker 1>damage to our Pentagon by what we have seen from

0:17:32.680 --> 0:17:36.640
<v Speaker 1>President Trump? Or is that overwrought by a media? Uh

0:17:36.880 --> 0:17:40.040
<v Speaker 1>not without a proclivity to President Trump. Is there tangible

0:17:40.119 --> 0:17:44.879
<v Speaker 1>damage to the Pentagon? I think there is. Unfortunately, and

0:17:45.240 --> 0:17:48.200
<v Speaker 1>let's face it, in terms of damage to the president,

0:17:48.280 --> 0:17:51.480
<v Speaker 1>this is a subject upon which you have agreement between

0:17:51.960 --> 0:17:57.040
<v Speaker 1>Bernie Sanders and Lindsey Graham, between Mitch McConnell and Nancy Pelosi.

0:17:57.400 --> 0:18:00.840
<v Speaker 1>This is not the left wing of the Democratic Party

0:18:00.880 --> 0:18:04.639
<v Speaker 1>coming after President Trump. This is a failure of American's

0:18:04.640 --> 0:18:09.159
<v Speaker 1>foreign policy. And it's pretty clearly understood that walking away

0:18:09.200 --> 0:18:12.199
<v Speaker 1>from our allies in a scenario like this will have

0:18:12.320 --> 0:18:15.200
<v Speaker 1>long term consequence. I mean, how do we walk this back?

0:18:15.200 --> 0:18:18.280
<v Speaker 1>And I say this folks with great respect for say Cyprus,

0:18:18.840 --> 0:18:21.280
<v Speaker 1>where the Turks and the Greeks for any number of

0:18:21.320 --> 0:18:24.320
<v Speaker 1>time over three hundred years, have been able to walk

0:18:24.359 --> 0:18:27.480
<v Speaker 1>back the tensions to some form of peace. I know

0:18:27.560 --> 0:18:30.280
<v Speaker 1>they did this, Admiral, I believe in the nineteen eighties

0:18:30.800 --> 0:18:34.800
<v Speaker 1>to good effect with Mr pap Andrea. But but how

0:18:35.080 --> 0:18:38.399
<v Speaker 1>do we walk back the damage that you perceive in

0:18:38.440 --> 0:18:42.280
<v Speaker 1>the last number of days. I would say we begin

0:18:42.400 --> 0:18:47.200
<v Speaker 1>by trying to re establish US engagement in this crisis.

0:18:47.240 --> 0:18:51.680
<v Speaker 1>And here I commend the Trump administration tomorrow to anchor Go,

0:18:52.080 --> 0:18:55.560
<v Speaker 1>the Vice President and the Secretary of State. The Turks

0:18:55.640 --> 0:18:59.920
<v Speaker 1>appreciate that kind of high level delegation that may help. Secondly,

0:19:00.040 --> 0:19:04.119
<v Speaker 1>we use the NATO Alliance. Turkey values its membership in

0:19:04.160 --> 0:19:07.480
<v Speaker 1>the NATO Alliance. They don't want to damage their standing

0:19:07.560 --> 0:19:10.200
<v Speaker 1>in the alliance, so we need all of the NATO

0:19:10.320 --> 0:19:13.600
<v Speaker 1>nations to contribute to putting pressure on Turkey. And third

0:19:13.640 --> 0:19:17.680
<v Speaker 1>and finally, Tom, I think at this point economic sanctions

0:19:18.040 --> 0:19:21.960
<v Speaker 1>plus keep a residual force at least in southern Syria

0:19:22.560 --> 0:19:24.840
<v Speaker 1>and see if we can get to as ceasefire and

0:19:24.880 --> 0:19:27.280
<v Speaker 1>move forward with the events. I'm sorry that we did

0:19:27.280 --> 0:19:30.720
<v Speaker 1>not focus completely on Sailing True North. We'll have Admiral

0:19:30.800 --> 0:19:33.800
<v Speaker 1>James Travitas on with us again. I really can't say

0:19:33.920 --> 0:19:37.560
<v Speaker 1>enough of this. If there's one book that must be

0:19:37.600 --> 0:19:40.320
<v Speaker 1>a required read out of his, the Leader's bookshelf as

0:19:40.480 --> 0:19:45.000
<v Speaker 1>Larabee's Commander in Chief, on the fractious generals that FDR

0:19:45.080 --> 0:19:48.720
<v Speaker 1>had to stare down with General Marshall and General Eisenhower

0:19:48.760 --> 0:19:53.560
<v Speaker 1>at times. In the Admiral drives forward that conversation with

0:19:53.720 --> 0:19:57.600
<v Speaker 1>ten admirals and the voyage of character Sailing True North.

0:19:57.960 --> 0:20:00.840
<v Speaker 1>And we look forward to a further conversation on this

0:20:00.920 --> 0:20:19.200
<v Speaker 1>with Bloomberg Opinion columnist James astra Vitas. This is a Joy.

0:20:19.280 --> 0:20:20.960
<v Speaker 1>It has been far too long. We have to wait

0:20:21.000 --> 0:20:22.600
<v Speaker 1>for him to wander out with a new book. And

0:20:22.640 --> 0:20:25.640
<v Speaker 1>he's not writing. You know. It's not Nancy Drew. He's

0:20:25.680 --> 0:20:29.000
<v Speaker 1>not He's not writing every six months. To back up,

0:20:29.520 --> 0:20:32.440
<v Speaker 1>more than a decade ago, a guy named Bennett Galibo's

0:20:32.520 --> 0:20:34.920
<v Speaker 1>got a shingle out of Black Rock, I believe still

0:20:34.960 --> 0:20:40.159
<v Speaker 1>and Leo Tillman wrote a book Risk Management, which absolutely

0:20:40.320 --> 0:20:44.280
<v Speaker 1>changed how we approach risk, in the thinking of risk,

0:20:44.359 --> 0:20:47.879
<v Speaker 1>the intelligence of risk. It was hugely Matthew paul I

0:20:47.880 --> 0:20:50.880
<v Speaker 1>would go over every coefficient and go can they add

0:20:50.880 --> 0:20:54.040
<v Speaker 1>any more Greek letters to this equation? Mr Tillman has

0:20:54.080 --> 0:20:57.400
<v Speaker 1>going on to us a storied career and consulting two

0:20:57.400 --> 0:21:02.200
<v Speaker 1>companies on how to execute all the sixty thousand foot

0:21:02.320 --> 0:21:06.600
<v Speaker 1>mumbo jumbo everybody talks about. With General Charles Jacoby, he

0:21:06.640 --> 0:21:10.560
<v Speaker 1>has written Agility, How to Navigate the Unknown and Sees

0:21:10.680 --> 0:21:14.480
<v Speaker 1>Opportunity in a world of disruption. Leo, it's another boring

0:21:14.520 --> 0:21:17.479
<v Speaker 1>book on leadership, but what's great about it is you

0:21:17.560 --> 0:21:21.919
<v Speaker 1>overlay it with this strange thing called execution. How do

0:21:22.040 --> 0:21:27.760
<v Speaker 1>congratulations on agility? How do you execute all the fancy stuff?

0:21:27.800 --> 0:21:31.040
<v Speaker 1>All these consultants talk about Well, first of all, it's

0:21:31.040 --> 0:21:33.520
<v Speaker 1>it's such a pleasure to be here. As you said,

0:21:33.560 --> 0:21:37.480
<v Speaker 1>we the our conversations on these subjects go back decades,

0:21:38.160 --> 0:21:41.800
<v Speaker 1>and this is the latest thinking on what it takes

0:21:41.840 --> 0:21:46.400
<v Speaker 1>to adapt to changing environments, adapting in terms of economic cycles,

0:21:46.440 --> 0:21:50.080
<v Speaker 1>in terms of risk, etcetera. So when you think about agility,

0:21:50.160 --> 0:21:53.200
<v Speaker 1>we define it as a three step process that is

0:21:53.240 --> 0:21:58.240
<v Speaker 1>applicable to every company every investor, detect, assess, and respond

0:21:58.280 --> 0:22:01.760
<v Speaker 1>to change. So when you talk about execution, it's about response,

0:22:02.080 --> 0:22:05.320
<v Speaker 1>and that response has to be well thought out, and

0:22:05.359 --> 0:22:08.800
<v Speaker 1>the company needs to be unified around a common objective.

0:22:09.200 --> 0:22:11.560
<v Speaker 1>And then everybody needs to be part of the same team.

0:22:11.560 --> 0:22:14.280
<v Speaker 1>And you've got a military feel to this with General Jacoba.

0:22:14.400 --> 0:22:19.720
<v Speaker 1>You end the book with the leadership at Normandy and

0:22:19.920 --> 0:22:25.199
<v Speaker 1>what it took to create organization at that hillacious moment.

0:22:26.119 --> 0:22:29.760
<v Speaker 1>That's not the drama of corporate America, but the reality

0:22:29.800 --> 0:22:34.320
<v Speaker 1>of corporate America's everybody talks to talk, but nobody does

0:22:34.359 --> 0:22:37.000
<v Speaker 1>the doing, which you're acclaimed for. How do you get

0:22:37.080 --> 0:22:42.440
<v Speaker 1>from the talk to the doing in agility and leadership, Well,

0:22:42.480 --> 0:22:46.000
<v Speaker 1>amazingly enough, Invasion of Normandy was the combination of both

0:22:46.000 --> 0:22:49.080
<v Speaker 1>strategic and tactical agility because by the time the D

0:22:49.200 --> 0:22:52.600
<v Speaker 1>day came around, there were many years of preparation and

0:22:52.720 --> 0:22:56.359
<v Speaker 1>planning in vision. So first part of it belongs to

0:22:56.480 --> 0:23:00.040
<v Speaker 1>executives and boards of directors. What is your vision of

0:23:00.160 --> 0:23:03.320
<v Speaker 1>this environment, what is your planning for this environment? And

0:23:03.359 --> 0:23:06.320
<v Speaker 1>then when the execution comes, you need to make sure

0:23:06.440 --> 0:23:10.720
<v Speaker 1>that your entire organization is empowered, that they unified around

0:23:10.760 --> 0:23:14.280
<v Speaker 1>the same purpose and they're all growing in the same direction.

0:23:14.760 --> 0:23:18.680
<v Speaker 1>So Normandy is one of the most unbelievable examples where

0:23:18.760 --> 0:23:23.399
<v Speaker 1>that combination strategic agility, strategic top down planning and vision

0:23:23.720 --> 0:23:27.720
<v Speaker 1>come together with decentralized execution. So there are there certain

0:23:27.920 --> 0:23:32.520
<v Speaker 1>industries that lend themselves to being agile versus maybe not

0:23:32.680 --> 0:23:36.760
<v Speaker 1>so agile. Well, look, we wrote the book that is

0:23:36.760 --> 0:23:40.879
<v Speaker 1>applicable to any organization. We truly believe that this combination

0:23:40.920 --> 0:23:45.320
<v Speaker 1>of strategic and tactical agility must be practiced in adapted

0:23:45.600 --> 0:23:48.760
<v Speaker 1>at any organization that wants to thrive or even survive

0:23:49.240 --> 0:23:53.480
<v Speaker 1>in this environment. Now, different components of it applied to

0:23:53.520 --> 0:23:57.800
<v Speaker 1>different organizations. For instance, for smaller entrepreneurial companies, it's the

0:23:57.920 --> 0:24:01.640
<v Speaker 1>strategic agility that matters most. Is their ability to detect

0:24:01.720 --> 0:24:05.280
<v Speaker 1>what's going on the environment and quickly change. But for

0:24:05.480 --> 0:24:09.840
<v Speaker 1>established companies, tactical agility, the ability of the entire organization

0:24:09.920 --> 0:24:13.560
<v Speaker 1>to watch what's going on the environment and innovate and improvise,

0:24:13.880 --> 0:24:17.720
<v Speaker 1>that's important. So the the the proportion changes, but the

0:24:17.760 --> 0:24:21.680
<v Speaker 1>principles remain the same. And it seems like technology has

0:24:21.720 --> 0:24:24.520
<v Speaker 1>brought about this whole concept of disruption, Tom and I

0:24:24.560 --> 0:24:26.199
<v Speaker 1>hear it all the time when these new companies come

0:24:26.200 --> 0:24:30.720
<v Speaker 1>public there disrupting this business or disrupting that business. Um,

0:24:30.760 --> 0:24:34.800
<v Speaker 1>it would just seem like more so now technology makes

0:24:35.000 --> 0:24:39.200
<v Speaker 1>agility on the part of a corporation much more critical

0:24:39.240 --> 0:24:42.640
<v Speaker 1>than it's ever been. Absolutely, and and not only that,

0:24:42.920 --> 0:24:46.320
<v Speaker 1>but technology works both ways. We go all the way

0:24:46.320 --> 0:24:50.320
<v Speaker 1>back to cloud, schwitz uh, fog and friction by describing

0:24:50.320 --> 0:24:53.200
<v Speaker 1>the environment. So on the one hand, technology helps us

0:24:53.240 --> 0:24:57.240
<v Speaker 1>penetrate the uncertainty and ambiguity of this environment. On the

0:24:57.280 --> 0:25:01.119
<v Speaker 1>other hand, technology enables our advers area is to really

0:25:01.160 --> 0:25:05.359
<v Speaker 1>disrupt our plans, both in terms of intelligence gathering and

0:25:05.400 --> 0:25:08.080
<v Speaker 1>in terms of our businesses. So it goes both ways.

0:25:09.040 --> 0:25:11.560
<v Speaker 1>I don't mean to cut you off. I I just

0:25:11.560 --> 0:25:14.680
<v Speaker 1>want to say Leo Tillman with us. The book is Agility.

0:25:14.760 --> 0:25:19.320
<v Speaker 1>It's wonderfully brief, but in its density really really interesting

0:25:19.840 --> 0:25:23.640
<v Speaker 1>on this How's it changed generationally? How's it change when

0:25:23.680 --> 0:25:27.640
<v Speaker 1>you overlay agility within a small business or a giant

0:25:27.840 --> 0:25:30.920
<v Speaker 1>fortune one company. You've got to deal with a lot

0:25:30.920 --> 0:25:33.560
<v Speaker 1>of young people who have a different tone, Many of

0:25:33.600 --> 0:25:36.840
<v Speaker 1>them have only lived the financial crisis in terms of

0:25:36.880 --> 0:25:42.240
<v Speaker 1>their business careers. How do you do agility with suspect

0:25:42.400 --> 0:25:45.880
<v Speaker 1>millennials and those a little bit older. So, first of all,

0:25:46.040 --> 0:25:49.280
<v Speaker 1>the ideas of agility go back to Napoleon and claud

0:25:49.280 --> 0:25:52.880
<v Speaker 1>Schwitz there two hundred years old, all about how you

0:25:52.920 --> 0:25:58.360
<v Speaker 1>empower organizations across cultures across time. So that's one general

0:25:58.440 --> 0:26:02.280
<v Speaker 1>theme that these are to enmless lessons and timeless principles.

0:26:02.640 --> 0:26:05.360
<v Speaker 1>On the other hand, U. S. Army and US Armed

0:26:05.400 --> 0:26:08.560
<v Speaker 1>Forces present a great example of how you take people

0:26:08.600 --> 0:26:11.720
<v Speaker 1>from all walks of life and h k them of

0:26:11.760 --> 0:26:14.800
<v Speaker 1>what it means to have these common values and unify

0:26:14.880 --> 0:26:17.960
<v Speaker 1>them around these common values. So I think the experience

0:26:18.000 --> 0:26:22.000
<v Speaker 1>of U. S. Army in creating cultures that last is

0:26:22.000 --> 0:26:24.720
<v Speaker 1>a great example of how you can take many different

0:26:24.760 --> 0:26:28.760
<v Speaker 1>generations across different cultures and backgrounds and unify them around

0:26:28.840 --> 0:26:31.720
<v Speaker 1>what Bill George calls true North. Let's let's come back

0:26:31.760 --> 0:26:34.840
<v Speaker 1>well and and uh we we've had Bill George on

0:26:34.920 --> 0:26:37.480
<v Speaker 1>any number of times. Let's come back, Leo. Tell me

0:26:37.520 --> 0:26:39.480
<v Speaker 1>where thrilled you can stay around with us. The book

0:26:39.520 --> 0:26:42.959
<v Speaker 1>is agility. It's it's just the right. It's airplane size,

0:26:43.560 --> 0:26:46.359
<v Speaker 1>airplane size, airplane size, it's actually yeah, I mean this

0:26:46.480 --> 0:26:48.439
<v Speaker 1>is a I can rip through this one over a weekend,

0:26:48.480 --> 0:26:51.639
<v Speaker 1>one or seven with some great ext The thing I

0:26:51.720 --> 0:26:54.080
<v Speaker 1>love about it is it's an awful lot about execution,

0:26:54.640 --> 0:26:58.320
<v Speaker 1>not not you know, the industry babble, but like that

0:26:58.400 --> 0:27:00.600
<v Speaker 1>to do as well. We're gonna come back Leo Tilman.

0:27:00.640 --> 0:27:02.159
<v Speaker 1>I want to talk to him, take him back to

0:27:02.280 --> 0:27:05.359
<v Speaker 1>risk management, a classic from ten years ago or so,

0:27:05.400 --> 0:27:08.240
<v Speaker 1>and talk to him about how we're managing risk within

0:27:08.280 --> 0:27:12.439
<v Speaker 1>the new fixed income space of negative interest rates. Did

0:27:12.480 --> 0:27:14.800
<v Speaker 1>you know what a negative interest rate was? When you

0:27:14.840 --> 0:27:18.080
<v Speaker 1>and I first met again, they were considered and they

0:27:18.119 --> 0:27:22.520
<v Speaker 1>were considered to be theoretically impossible, So you got that.

0:27:22.520 --> 0:27:24.720
<v Speaker 1>That's how long we have been around. This is gonna

0:27:24.760 --> 0:27:27.040
<v Speaker 1>be a treat for Global Wall Street. Leo Tillman on

0:27:27.119 --> 0:27:30.840
<v Speaker 1>the theoretical impossibility of negative interest rates will do that

0:27:30.920 --> 0:27:49.080
<v Speaker 1>here in a bit. So we are right in the

0:27:49.119 --> 0:27:52.119
<v Speaker 1>middle of the investment banks kind of rolling out their numbers.

0:27:52.160 --> 0:27:56.240
<v Speaker 1>Yesterday was just a ridiculous day, plethora, okay, and today

0:27:56.240 --> 0:27:58.159
<v Speaker 1>we have a a Bank of America a little bit uh,

0:27:58.200 --> 0:28:00.160
<v Speaker 1>a little bit more reasonable for the bank invest There's

0:28:00.160 --> 0:28:04.000
<v Speaker 1>some bank reporters out there, including Nali Boston could covers

0:28:04.040 --> 0:28:07.200
<v Speaker 1>all things financial for Bloomberg News Socnale, let's step away

0:28:07.240 --> 0:28:09.200
<v Speaker 1>just a little bit. We were talking here about Global

0:28:09.200 --> 0:28:11.479
<v Speaker 1>Wall Street and you know how some of these companies

0:28:11.520 --> 0:28:15.120
<v Speaker 1>are adapting. What's is there a key takeaway we have

0:28:15.359 --> 0:28:18.480
<v Speaker 1>for Global Wall Street given all the results we've seen

0:28:18.520 --> 0:28:20.480
<v Speaker 1>over the last twenty four hours. Maybe it's just because

0:28:20.480 --> 0:28:22.320
<v Speaker 1>in my mind because Tom was talking about it, but

0:28:22.320 --> 0:28:25.080
<v Speaker 1>why does Goldman Sacks now want to be a consumer bank?

0:28:25.200 --> 0:28:28.520
<v Speaker 1>It lowers your funding costs? Right, You're going into an

0:28:28.560 --> 0:28:31.480
<v Speaker 1>interest rate environment that is continuing to be very low,

0:28:31.760 --> 0:28:33.960
<v Speaker 1>which is very unfortunate for banks that make their money

0:28:34.000 --> 0:28:36.359
<v Speaker 1>off of net interest income. And so we're seeing a

0:28:36.400 --> 0:28:38.960
<v Speaker 1>new normal here where Bank of America makes twelve billion

0:28:39.000 --> 0:28:42.120
<v Speaker 1>dollars a quarter. Uh, and with pressure on interest rates

0:28:42.160 --> 0:28:45.920
<v Speaker 1>is you know that's that's the most of their income. Right,

0:28:46.000 --> 0:28:47.840
<v Speaker 1>And so if they don't make money from interest rates,

0:28:47.840 --> 0:28:50.160
<v Speaker 1>where else do you get it from? Right? Um? For

0:28:50.240 --> 0:28:52.920
<v Speaker 1>Bank of America that got very lucky for investment banking fees,

0:28:53.360 --> 0:28:58.080
<v Speaker 1>big ticket deals are lower now the really big mergers

0:28:58.120 --> 0:29:00.160
<v Speaker 1>don't want to I don't want to go through for

0:29:00.240 --> 0:29:03.440
<v Speaker 1>regulatory reasons or whatnot. But that doesn't need smaller firms

0:29:03.480 --> 0:29:06.000
<v Speaker 1>aren't merging. It just popped up my head. Let's look forward.

0:29:06.200 --> 0:29:09.000
<v Speaker 1>How big a deal is a RAMCO? I mean, the

0:29:09.160 --> 0:29:11.960
<v Speaker 1>media makes a big deal about a big fat fee,

0:29:12.440 --> 0:29:15.840
<v Speaker 1>But does it actually move the needle for these major banks? Yes,

0:29:16.040 --> 0:29:18.680
<v Speaker 1>whether or not it happens, actually because the thing about

0:29:18.720 --> 0:29:21.600
<v Speaker 1>it is, you know the American consumer. Fine, you're they're healthy,

0:29:21.600 --> 0:29:24.200
<v Speaker 1>and they're driving costs forward. But all of these banks

0:29:24.240 --> 0:29:27.200
<v Speaker 1>want to be global. All of the European banks are struggling.

0:29:27.240 --> 0:29:30.760
<v Speaker 1>Bank of America they want to be Did you learn

0:29:30.840 --> 0:29:33.680
<v Speaker 1>that profit is global? I mean, I mean they're global.

0:29:33.720 --> 0:29:37.000
<v Speaker 1>Banking is profitable. You know, it's not even just that.

0:29:38.160 --> 0:29:40.080
<v Speaker 1>It's not even just about making money from one deal

0:29:40.440 --> 0:29:44.000
<v Speaker 1>with Saudi Arabia p if they've deployed money here there

0:29:44.000 --> 0:29:46.200
<v Speaker 1>in soft bank they're in Uber there and we were.

0:29:46.280 --> 0:29:49.120
<v Speaker 1>We told Leo, Leo can't talk math. Leo can't talk

0:29:49.160 --> 0:29:50.880
<v Speaker 1>math to me, do you have a question from miss

0:29:50.920 --> 0:29:53.800
<v Speaker 1>bassk Well, it's a question and in a in a

0:29:53.840 --> 0:29:58.560
<v Speaker 1>common um, the funding costs is super important, of course, um,

0:29:58.560 --> 0:30:00.760
<v Speaker 1>But going back to our we just got on Goldman,

0:30:01.120 --> 0:30:03.080
<v Speaker 1>it's also a question of a business model. How do

0:30:03.160 --> 0:30:06.280
<v Speaker 1>you compete? Do you compete on ideas as a standalone

0:30:06.360 --> 0:30:10.000
<v Speaker 1>investment bank or do you bring in a huge balance

0:30:10.040 --> 0:30:14.120
<v Speaker 1>sheet and compete on that? Questions you are asking my

0:30:14.200 --> 0:30:17.880
<v Speaker 1>favorite question. Every banker on Wall Street believes that they're

0:30:17.920 --> 0:30:20.000
<v Speaker 1>the most important thing that exists to their bank and

0:30:20.000 --> 0:30:21.960
<v Speaker 1>that you can win on ideas. What did you learn

0:30:22.000 --> 0:30:25.000
<v Speaker 1>in the Golden Sex conference called or Mr Tillman's comments, Well,

0:30:25.040 --> 0:30:28.000
<v Speaker 1>their investment banking revenue is not winning, so obviously the

0:30:28.040 --> 0:30:29.960
<v Speaker 1>greatest minds in the world are not breaking it in.

0:30:31.720 --> 0:30:35.440
<v Speaker 1>Is the golden sacks of Lloyd Blank find gone? Yes?

0:30:36.240 --> 0:30:40.920
<v Speaker 1>And what's replaced it? Do you think so? Well, they're

0:30:40.920 --> 0:30:43.080
<v Speaker 1>trying to figure it out. I mean, what Leo is

0:30:43.160 --> 0:30:45.760
<v Speaker 1>just bringing up here is that can you win on ideas?

0:30:45.800 --> 0:30:48.440
<v Speaker 1>Old school advisory advising somebody on how to do a

0:30:48.440 --> 0:30:51.320
<v Speaker 1>big merger or raise more money. But what they're trying

0:30:51.360 --> 0:30:54.360
<v Speaker 1>to do, you're right, is bring in more technology that

0:30:54.400 --> 0:30:57.680
<v Speaker 1>will appeal to the American consumer, make a digital bank,

0:30:57.880 --> 0:31:01.600
<v Speaker 1>have people own a fancy Apple call hard and is

0:31:01.640 --> 0:31:04.040
<v Speaker 1>that going to be enough? We don't know. The markets

0:31:04.080 --> 0:31:08.920
<v Speaker 1>not buying it quite yet. So again reminding of how

0:31:08.960 --> 0:31:11.960
<v Speaker 1>old we all are, it was looking at it was

0:31:12.320 --> 0:31:14.360
<v Speaker 1>I am not looking at you at all. I'm looking

0:31:14.360 --> 0:31:18.800
<v Speaker 1>in the mirror um back in the mid two thousand's.

0:31:18.840 --> 0:31:22.360
<v Speaker 1>I will never forget a annual report from Goldman Sact

0:31:22.480 --> 0:31:25.520
<v Speaker 1>that sets something like this. You can never win on

0:31:25.640 --> 0:31:29.640
<v Speaker 1>ideas anymore. You have to be simultaneously an advisor, co

0:31:29.920 --> 0:31:32.920
<v Speaker 1>investor and FIRS here going all the way back. This

0:31:32.960 --> 0:31:35.200
<v Speaker 1>is great when you sell the movie rights to Agility,

0:31:35.240 --> 0:31:37.240
<v Speaker 1>We're gonna have you back room as Basska and we could.

0:31:37.400 --> 0:31:39.560
<v Speaker 1>This has been a great Seriously, this has been a

0:31:39.600 --> 0:31:45.120
<v Speaker 1>great conversation. Thanks for listening to the Bloomberg Surveillance podcast.

0:31:45.480 --> 0:31:50.520
<v Speaker 1>Subscribe and listen to interviews on Apple Podcasts, SoundCloud, or

0:31:50.560 --> 0:31:55.360
<v Speaker 1>whichever podcast platform you prefer. I'm on Twitter at Tom Keane.

0:31:55.840 --> 0:31:59.480
<v Speaker 1>Before the podcast, you can always catch us worldwide. I'm

0:31:59.520 --> 0:32:00.400
<v Speaker 1>Bloomberg radio