Reading the article Why are we seeing so many corporate scandals?
By Prof. Dr. Amit S. Mukherjee I liked the questions that Prof. Amit raises.
The queries resonated with the planner in me and I found them to be interesting. I say interesting because, whilst the erosion of trust has impacted quite heavily on the financial sector and probably enabled the growth of technology based financial solutions or FinTech, these questions are very valid across all industries including the Islamic finance industry.
Here are the questions Prof. Dr. Amit raises:
- Have we rethought how we work in a digital age when work increasingly requires large doses of unseen discretionary effort?
- Have we redesigned processes and structures to surface problems before these become crises?
- Have we allowed the free flow of key information to distributed decision makers?
- Have we created collaborative, learning-focused cultures?
Looking at the environment, in which the Islamic finance industry is operating, currently makes these questions quite critical, from an organizational perspective, with regards to sustainability of the various business models
There are three key issues that get highlighted when one runs the above mentioned questions through business continuity thinking.
Starting with talent management & development and its allied areas of
learning & development, given the necessity of managing increasing numbers of Millennials, entering the workforce, along with providing gender diversity and equality coupled with ensuring professional development of the existing employees, the need to develop and incorporate digital and its various usages in work and its processes assume significant importance.
This leads into the second key issue of leadership competency.
On one hand erosion of trust, in financial institutions is at an all-time high, on the other technology in the form of social media has made the world a very small place where real-time personal engagement and word-of-mouth recommendation is given preference over any corporate statement or communication. This has created a need for a different type of leadership competency requirement. The control & command leadership style of yesteryear simply does not work in a world where knowledge and technology are driving the comparative advantage for an organization. There is a serious need for industry leadership to be empathetic and transparent in order to create engagement with society and employees simultaneously in order to develop social capital for the organization, from a business continuity perspective.
Thirdly is the issue of technology and its impact.
FinTech, in its various forms, has already impacted the conventional financial sector greatly by disrupting the historical business models. The driving force behind this technology usage and acceptance is the development of the smart phone technology and the need for the layman to have direct and quick access to finances. Add to this the developments taking place in the Islamic economy industry verticals, such as the increasing demand for innovative financing by the start-ups and entrepreneurial ventures, and you have a potential scenario of the Islamic finance industry losing out on big-time growth opportunities as these opportunities will get fulfilled by new financial start-ups who are agile and able to collaborate faster, as maybe required, with the changes in the regulatory landscape.
Whilst asset growth, increase in Islamic social responsible investment and convergence of ESG and Islamic finance are occurring we, the individual organizations of the industry, need to create strong sustainability and continuity plans to protect ourselves from further economic upheavals which are still bound to happen.
This can only happen when we focus on people—employees, customers and partners—and look at the experience we deliver to them and the social issues we solve in order to create and retain engagement and build social capital in our mission for business sustainability.