Procedures

“What’s the secret?” asks the journalist. According to Luis Valls, there are twelve reasons:

– First, Communication: “Ease of communicating among ourselves without excessive relational and interactional problems.”

– Second, Self-management:”Clear delineation of functions, meaning the departments are managed by their own directors.”

– Third, Staff motivation: “especially that of the young managers.”

– Fourth, Control: “The widely understood notion that problems are not beyond the control of top management.”

– Fifth, Clarity of objectives: “The feeling that there is a clear policy regarding the bank’s management, capable of overcoming internal discrepancies and divisions.”

– Sixth, Lack of financial scandals, “or being caught in business traps.”

– Seventh, Independence from dogmatism: “Neither growth, prestige, ideology, ranking importance or cronyism.”

– Eighth, Easy governance due to size: since “it is increasingly difficult to manage large organizations.”

– Ninth, Permanent evaluation of the negative consequences “of decisions and of the unpredictability of crises.”

– Tenth, “ the search for data in order to determine the right approach to problem-solving, knowing that bureaucracy always tends to hide facts and obscure information.”

– Eleventh, Maintaining the psychological advantage: of being the smallest of the major banks, which allows the organization to avoid falling into the trap of comparisons.”

– Twelfth, Not following trends: whether intellectual or banking-related.

“The president of Banco Popular,” the journalist concludes, “argued in this document that in banking, it is easier to copy colleagues than to reach an agreement with them, but in his own words, what is dangerous, in any event, is to try to imitate them.”