After the crisis, literature, consulting firms and banks have identified some possible solutions for the determination of an effective Liquidity Transfer Pricing adequate to incorporate all relevant liquidity costs, benefits and risks

The current financial crisis was not something unexpected, a «black swan», but rather an event caused by human action and inaction, and therefore predictable and avoidable. The analysis of the role of the financial system, regulation, business models and management systems leads to point out...

The management control system should be considered as part of the internal control system adopted in banks. It should be governed according to an integrated approach, taking into account its relations with other control functions, and should be evaluated by the bodies who have to ensure the...

A correct response of banks adapting and reinforcing their internal controls systems is an absolute condition for the development of such systems and to ensure a real contribution to improve bank performance. Otherwise, the alternative is only the decline.

During the financial crisis, many banks experienced difficulties in managing their liquidity, showing the weakness of the traditional liquidity transfer price system which is not anymore adequate to measure liquidity costs, benefits and risks. The development of a more efficient mechanism will...

Bank profitability is not easily observable and measurable, except in the long term and ex post. But bank management, especially after the crisis, must be monitored also in the short term, and therefore profitability requires indicators for a continuous and proactive measurement. Beyond the most...

Which are the functions of a compensation system? How it can be used by a company or a bank as an instrument of human resources management? Which are the relations between remuneration systems and bank performances? Only the answer to these questions can help to redefine and project the...