Ruminations of a Taco-Obsessed Philly Native

Recent news making the headlines is the appointment of Mike Bagguley as the Chief Operating Officer of Barclay’s investment. The move came as a means to reshape the Company’s investment options and ultimately return it to its former glory where it belongs. This new appointment only makes Mr Bagguley only answerable to Tom King who is the Chief Executive.

The former head of Macro Market was appointed the COO of Barclay’s Investment in November 2015. Mike who has served the Company for 14 years graduated in 1998 from the University of Warwick with a Bachelor for Science in Mathematics. The Bank believes that only Mike Bagguley best qualifies for the position, and his incredible skills would help propel Barclays investments. One of Mike Bagguley’s duties will be to align various infrastructure functions and ensure the coordination of all major projects in Barclay’s Bank. His skills should also help cut costs and at the same time improve profits.

Mike Bagguley while talking to the Wall Street Journal said that “the old FICC models no longer work” this is evident as the trading volumes for European Fixed-Income have dropped by 24% compared to the previous year. Much pressure has been imposed on Banks including stringent regulations which is limiting client activity. Barclays is one of those Banks affected by these tough, and for this reason, they are laying off workers and cutting off investments to adapt to the increased pressure. Mike Bagguley is in charge of several positions in the Company. He has been the head f commodities Foreign Exchange since 2013. He is the Managing Director and also the head of FX Trading. Other previously held positions include Head of Interest Rate Swaps as well as the head of FX Cash Trading.

Mike Bagguley is realistic, determined and a risk taker just like the former Chief Executive Bob Diamond. Analysts claim that this new change is a definite mark as all Banks are striving to strengthen their investment banking options. Bagguley takes the Chief Operation Officer position at a very tough time but also an incredible opportunity for him to showcase his brilliant skills.

https://www.linkedin.com/in/mike-bagguley

In the world of business today there is a need for a global perspective on worldwide affairs involving monetary investments. With such aspirations at large, a few figures stand out on the international stage. One such figure that stands out is Mr Anil Chaturvedi, a seasoned banker with over 40 years of experience in all areas of banking. Allow me to introduce you to this man of business, this man of innovation.

To start with, Mr Anil Chaturvedi has a rather foundational background in all things finance and industry. From graduating from Delhi University with a Bachelor of Arts in Economics with honours, he also graduated with an MBA in Financial Management from Delhi University. This is what started his vision, his quest for global renown in the world of business and finance. In 1993 he became a managing director of Merrill Lynch International, a position that allows him to lead global Indians located in the United States, Europe, Asia, and India. Most of the clients during such tenure was ultra high net worth individuals. He sat amongst the world’s top advisors and models of wealth management. Nothing short of amazing. Until this day he is the managing director of the Hinduja bank where he started in November 2011, located in the Geneva area, Switzerland. With this position, he is responsible for developing cross the border alliances between corporates in the United States, Asia, Europe, and India.

Be it known that with such a spectacular background spanning 40 years. This is a man that has a vision for the financial markets. To have such a global vision, this allows Mr Anil Chaturvedi the chance to speak before the world’s financial operators and those with the ingenuity to manufacturer strategic investment decisions. In 2016, he spoke at a very illustrious business seminar in Munich wherein the overall theme was investment opportunities for European businesses in India. While no small position, Mr Anil Chaturvedi was very strategic in describing his vision for the markets in relation to European and India arrangements. When he speaks of financial matters, most listen because he has a background of success, a track record of exceptional accomplishments. But his most striking quality is his ability to foresee coming change, patterns, and investment opportunities. Having a global mindset allows Mr Anil Chaturvedi such advantages.

Nothing short of impressive as this is a man of vision and a man of business.

http://aecal.de/aecal-at-ndas-panel-on-investment-opportunities-for-european-businesses-in-india/

http://www.hindujabank.com/Analyst-Reports/Daily_Market_Summary_18_Jan_2011-_HBS_Research.pdf 

Radical Islam has long hated the west, western freedoms, and western values. Adherents to radical Islam execute homosexuals, and oppress women. They should be, and were, traditional enemies of the extreme political left, but the times are changing. Radical Islam, long allied with right-wing radicals, are forming new alliances with politically extreme left-wing activists due to a common hatred of modern influences, including freedom of speech, freedom of religion, and general tolerance among ethnic groups. Radical fundamentalists are coordinating actions and reinforcing anti-Semitic movements across the political continuum.

In today’s world, anti-Jewish and anti-Israel actions and literature has flooded the west due to the new alliance of Muslim extremists with political extremists of the left and right. The new political correctness views Muslims worldwide as small children being oppressed and discriminated against, especially by Jews.

This anti-Semitic leftist alliance has spread to universities. Students at exclusive Tufts University printed and distributed a “Disorientation Guide.” In it they assailed the university’s chapter of the Jewish organization Hillel and repeated referred to Israel as a “white supremacist” power and a colonial state.

One of the outspoken critics warning of the anti-Semitic threat is Adam Milstein. A former Israeli soldier and former managing partner of the multimillion dollar commercial property management firm Hager Pacific Properties, Adam Milstein repeatedly sounds the alarm on established and emerging anti-Jewish threats.

Adam Milstein and his wife Gila formed the Adam Milstein Family Foundation, which offers support to specific types of organizations:

** University Organizations offers pro-Jewish view to counter anti-Semitic campus activities

** Groups forming and strengthening ties between Israel and Non-Israeli Americans

** Organizations providing community services, including medical and educational services supporting Israeli and non-Israeli Jews

** Non-profit organizations offering information tracking of media outlets and monitoring of anti-Semitic organizations

** Non-Governmental Organizations supporting the state of Israel as the Jewish homeland and offering young people the chance to discover and reinforce their Jewish identities.

http://blogs.timesofisrael.com/author/adam-milstein/

The last time I was sitting in my office and wondering how I could motivate my team better, I realized that I lacked the inspiration to complete a new project. I didn’t feel that same level of drive or commitment to reach its conclusion. The truth is that I could not expect my employees to achieve more if I wasn’t doing the same. It is up to the leader to set an example and provide employees with enough resources to succeed. When leaders can’t find resources, they are honest, but they do the best they can. In this post, I discuss how we can invest more in employees to help them feel increased motivation (even when we’re expecting them to complete goals harder than they’ve ever received before as a member of our organization).

What HBR Says

As a business leader, I think that it’s important to use research to back up the insights that I share with readers. A new survey from the Harvard Business Review found that the top 3 qualities that 195 leaders in 15 countries thought were important were: having high ethical and moral standards, providing goals and objectives with loose guidance, and clearly communicating expectations. When you stop and think about it, these are something that leaders of every organization should have in their job description. However, once leaders get settled into their positions, they tend to “get away with” some things because they have a reputation that gives them a certain level of power. Their co-workers can accept some flaws because they’re generally happy with their performance as leaders.

Be a Company Leader

If you think about being a person with high moral and ethical standards, this is something that’s easy to believe you are. It’s harder to live up to because one major mistake could compromise a reputation that you’ve built over many years in the business world. I try to set higher goals for myself than I expect of my employees. Some of the things that help me do this are as follows:

 

  1. Have a vision that precedes any goal setting. If you write a set of goals for a project, they will not mean anything if they are not linked to a central purpose.

 

  1. Allow enough time for employees to understand the expectations that you have for their specific performance goals on a project. Even setting high expectations is not enough. Employees need to know what implementation will look like and how you will gauge their achievement.

 

  1. Provide opportunities for employees to make mistakes. If you’re starting out leading a project that is untrodden territory for your team, they will need time to find their way. They will need support as they try things that they think will work and then adopt new approaches when they don’t succeed.

 

  1. Don’t abandon employees as they work on their particular goals. It’s tempting to give your mental focus to upcoming projects, but the current ones you’re overseeing could suffer, especially when you consider the last stage of implementation of a project, if you don’t monitor their progress and offer guidance when you see weaknesses in performance.