The question “Who owns deposit growth?” became one of the more interesting parts of this week's discussion. And for many institutions, the answer is surprisingly unclear, despite deposit growth becoming increasingly important given the industry's near-term and long-term funding challenges.
This week, the team dug into a topic that has surfaced in several recent conversations with DCG clients: how a risk model’s greatest value can sometimes lie in making teams uncomfortable.
DCG’s models suggest many institutions still have several quarters of positive momentum ahead. Beyond that, however, net interest income begins to plateau at many organizations, which creates an important strategic inflection point.
Most institutions are still benefiting as lower-coupon loans cash flow or reprice into a higher-rate environment. That means interest income can rise even without growth. The challenge is that the story is starting to turn on both sides of the balance sheet.
Institutions of all shapes and sizes are implementing proactive balance sheet strategies to reduce potential exposures, not because they are guessing what will happen to rates, but because they are implementing to be ready regardless.
The DCG advisory consulting team starts every week with an internal discussion of market trends, regulatory developments, and the real experiences of our bank and credit union clients. Here are the notes from this week’s Monday Morning Meeting.
The DCG advisory consulting team starts every week with an internal discussion of market trends, regulatory developments, and the real experiences of our bank and credit union clients. Here are the notes from this week’s Monday Morning Meeting.
The DCG advisory consulting team starts every week with an internal discussion of market trends, regulatory developments, and the real experiences of our bank and credit union clients. Here are the notes from this week’s Monday Morning Meeting.
The DCG advisory consulting team starts every week with an internal discussion of market trends, regulatory developments, and the real experiences of our bank and credit union clients. Here are the notes from this week’s Monday Morning Meeting.
Even the most engaged ALCO meetings can fall short of their goals if they can’t translate their best intentions into real strategy. Successful ALCOs follow their data’s lead and take a more structured approach to consider the impacts.
I have observed a number of common themes regarding asset / liability management and the business of banking that still ring true (to me). So, in the spirit of my 22nd work “anniversary,” here are 22 observations (in no particular order).
