Description: The article is about ubs login. This is an introduction of UBS. It talks about the three keys to become success. Those keys are the pillars,principles and behaviors. UBS values their employees and strives to provide great service to the world.
It’s all about learning from what happened in the past and try to become better. You should live by example rather than come in there with the spirit of doing as I say,you shouldn’t do do as I do,that’s important if you want to transform institutions.
I joined an organization which was 149 years old and had an ongoing business. UBS was a very credible institution,it was a Swiss icon. I didn’t come in to reinvent the bank from scratch,it was more about going into the next phase. It needs to be a combination of the old values of DNA of UBS and it should conduct business in the different way.
Our three keys for success is not the thing that I invented,they are there,in order to create long term value to shareholders,you need to open that door,that door have three locks and you need three keys to open them. Those keys are the pillars,our principles and last but not least the behaviors.
Through the good and through the bad,it’s our family that we lean on,it’s the strength that you get from your families,it is at the core of our strategy,our strategy is all about being one of the best capitalized banks in the world and that capital foundation provides a trusting confidence in the bank for our employees,for our shareholders,for our clients and for our regulators.
Effectiveness means to do the right things,efficiency means to do it in the right way. We cannot do things at the expense of quality and risk,we always need to take a more comprehensive holistic view,we need to be smart and lean in how we execute,we need to be mindful of what we want to achieve. When you balance it well,you can strive for excellence.
Risk management in a large and complex organization like UBS is a lot about people,it is about seeing everyone in the bank as a risk manager because each and every one can take risks.
I saw a lot of things which can happen to banks and financial institutions that will teach you a lot. The dangerous thing is that in times of booming scenarios when the market is catching up and the business is flowing,people forget
about these incidents,memory on risks which beat you up fades out very quickly.
Risk management is about making sure that the right people and the right expertise are in the right place and they all connect to a framework of risk management which protects the bank. Without clients,we wouldn’t be anywhere. Whether that’s my own personal interest or whether that is the firm’s interest,client focus has to come first.
That’s that difference between saying client focus and living in client focus. In some cases,we’re dealing with three generations of the clients and when you do that,you get to know them very well,you should meet with the family,you need to understand what the family goals are,you need to hold their hands when they’re going through some difficult decision,it’s about thinking of what their business are and what their families need are holistically,that’s how we earn their trust.
Inevitably there are times when we’re not going to do everything,we may disappoint our clients. Sometimes that’s a very hard thing to apologize,but the toughest times are when you create the greatest bonds with your clients. It’s all about one goal,we need to know how we can improve the delivery of UBS to our clients,it’s all about leadership,it’s all about us but ultimately it’s all about execution.
We need to be a learning organization,we need to always focus on whether we are doing well or whether we’ve made a mistake,it’s something that never stops,it’s something that about an intensity and a passion and a pride for doing things the right way.
UBS is a clear global leader and we want to be a winning team,we need to strive for excellence,excellence means also excellence in execution. We have to live it,we can still do better. It’s not about new slogans,it’s about defining the core of who you want to be and then deliver against it day by day,week by week,month by month and year by year.
Our job is not only about delivering results,our job is to leave the place in the best possible way for the next generation,that’s certainly what I am trying to do. Having worked all my career at UBS,sustainability has a personal meaning for me.
We have clients who are in average with us forty seven years,that means we’re in the third generation,this is a business that benefits from the fact,we’ve banked with the grandparents and the parents,now we are banking with them,a short-term profit opportunity is attractive.
I came here five years ago,the year can be called the dark side of the firm’s development. There would have been so many reasons for clients to leave us,there would have been so many reasons for employees to leave us,ultimately they didn’t because we had something to offer.
It’s not the pleasure to let people go but even if it’s hard for the people being affected at that time,you have to think of the people who are still with us. We’ve used the crisis to remodel ourselves to shape our own future and our own destiny to find our own way,if you look at how the market reacts the client confidence and how it comes back,that all speaks for sustainable performance and the relevance of it.
You can do something that’s legal but maybe immoral,even if something is legal,it may not be the right thing to do. My father told me that the job is a job,relationships are relationships,but in the morning when you look at yourself in the mirror,you should make sure you like the person you see,I think that’s the substance of integrity. I draw no distinction between integrity at work,integrity in my personal life,either I have integrity or I don’t,it is clear.
It’s not difficult to have an integrity with your friends on what you think is right and wrong,you can try and challenge your boss when your boss has very different views and usually reacts aggressively or emotionally to different point of view,that’s a challenge,but first and foremost it is integrity,if you don’t do it because you’re afraid of a reaction,you’re compromising your integrity standards.
If you disappoint someone through lack of integrity,you will lose your reputation. The most important thing for this bank and for every individual working in the bank is that we don’t disappoint when he goes to trust. It is a competitive environment,but we should compete to our competitors,we should not compete internally.
Trust is the basis of collaboration,if you want to have a trusted relationship to your clients,you first need a trusted relationship among employees. This is the same in private life,when we start getting into the work environment everybody wants to be good,everybody wants to be successful,it is the important part.
People have to be able to trust each other and to be able to rely on each other,it shouldn’t be my pocket or your pocket,my P&L or our P&L,it should be the bank’s P&L,it should be the benefit of our clients.
Collaboration is hard,but if you’re a client focused organization,collaboration becomes second nature because it’s in the best interest in your life. Collaboration is part of our three keys and every key is dependent on the other case,it’s a lot more than strategy,it’s the culture.
If you do not highlight your disagreement and you don’t challenge,you leave the meeting room without convincing others therefore you’re not going to effectively collaborate,you’re going to give lip service to collaboration but you keep on pushing back on what has been decided because deep inside you don’t believe that’s the right thing to do.
Holding it in and not talking about it is usually a recipe for disaster. I encourage people to push hard on challenge and my advice to the bosses is to create an environment where people don’t need to afraid of you or challenging you. That’s what we try to say to our people.
I believe that in many parts of the Bank,those elements are already present because it was not done on a top-down basis,we had our own views,but these were supporters can confirm by a bottom-up exercise where 2000 people contributed to the development of those three keys of success.
We have a lot of people that have been with us for 15 even 20 years,there’s a lot of loyalty of our employees with UBS even through the bad times,that’s what helps us to transform the bank. This is not going to be a sprint,it is a marathon,people need to understand that this is going to take time to be fully embedded into the organization. It will take time,but we’re committed to taking that time.