Tamal Bandyopadhyay’s ‘Pandemonium: The Great Indian Banking Tragedy’ is our Marcellus Book of the Month. The book discusses the recent evolution of Indian banking, esp misses in governance & regulatory frameworks & what issues eventually led to a ‘tragedy’
The book beautifully captures complex issues in Indian banking, like the Asset Quality Review (AQR), inherent problems with PSBs, serious fraud cases, etc. The book weaves through insights from the viewpoint of the regulator, bankers, economists & industry veterans
(2/11)
Part I takes us through the hard AQR (a global first) pill the sector had to swallow, followed by the IL&FS saga and the core problem of borrowing short & lending long (which unsurprisingly isn't an India specific problem), resulting in the eventual demise of DHFL
(3/11)
Part II takes us through the fundamental problem with PSBs – which runs far and beyond just the ownership. Steps such as the ‘Gyan Sangam’ and the ‘Indradhranush Plan’ were launched to improve governance of the PSBs. But those did little to improve governance standards.
(4/11)
The fundamental problems of public sector banks, including poor pay brackets for senior bankers, long waiting period for the top job’s replacement, and social banking mindset continue to weigh on the market share loss for PSBs
(5/11)
Part III talks about the rising frauds in the system – up from Rs195bn in FY15 to Rs1.9tn in FY20. An interesting case is of a deputy manager in a PSB creating a US$1.77bn hole in the balance sheet! The book takes us through multi-layered failures in the bank’s processes
(6/11)
However, the book notes that frauds were not limited to PSBs. A large private bank which used a junk bond approach and misused the business model eventually resulted in correcting of excesses as the cycle turned.
(7/11)
Part IV presents a 360-degree view of 4 former RBI governors. 1) Raghuram Rajan, who tackled the NPA crisis by speeding up the process of recognizing bad loans and focus on governance. (2) D. Subbarao, who suggested denationalization of PSBs…
(8/11)
…(3) YV Reddy questions the objective of private ownership in PSBs – the objectives of the majority and minority shareholders in a PSB are very different and 4) C. Rangarajan believes closing of DFIs was premature and wants them to return in some fashion
(9/11)
Part V covers 1) the IBC – banks ended up with ~58% recovery on bad assets from the first 12 NPAs that went to IBC 2) The autonomy of RBI – Section 7 of the RBI Act allows the govt to ‘direct’ RBI to do certain things – however, the govt has never wielded this weapon
(10/11)
A key closing argument the author makes is that the regulator could have encouraged competition, allowing more banks & risk capital as there are still millions who rely on informal channels of borrowing.
Continuing our book recos on how companies can build competitive advantages for the digital age, this time around our Marcellus Book of the Month is ‘Rethinking Competitive Advantage: New Rules for the Digital Age’ by Ram Charan & Geri Willigan.
Competitive advantages have been traditionally built around controlled distribution channels, hard assets at scale, on established brands or patents. These are being challenged by new age companies. What are the new rules of the game that traditional companies must adopt?
(2/)
Rule #1: Personalize the consumer experience. Today’s leaders are so laser focused on the consumer that they can create a 100x market that doesn’t exist! They combine pieces of existing industries which the end consumer can’t connect by herself. Eg. Steve Jobs & the iPhone
(3/)
If you are investing (or are planning to) in consumer tech companies you must read Jonathan Knee’s “The Platform Delusion”, our Marcellus Book of the Month. The book questions the moats of FAANG stocks, arguing that they are far weaker than commonly accepted
You might disagree with some of the arguments made in the book, but its core proposition has been convincingly made with detailed research. It debunks some of the basic drivers of competitive advantage for consumer tech businesses that many have come to assume for granted.
(2/8)
Many of these cos make little or no money coz *barriers to entry* are low. Vertically specialised independent retailers have taken away from Amazon the most profitable parts of online retail + they are more profitable! Same with Netflix. Read this 👉bit.ly/331rEaz
India’s booming start-up ecosystem birthed over 40 unicorns in 2021! Its thus a good time to revisit Peter Thiel’s ‘Zero to One’, which is our Marcellus Book of the Month. We ourselves have sought inspiration from the book in starting and building Marcellus. #MarcellusBOTM
(1/7)
The book gives a fresh perspective on building a successful business. For this, companies must invest in the difficult task of creating new things (0 to 1) rather than trying to achieve just incremental progress or improvement on things already being done (1 to n).
(2/7)
Going from Zero to 1 allows you to monopolize your markets and that is the only wat to build lasting success in a business. Thiel’s mantras of ‘start small’, ‘do not disrupt’ and ‘be the last mover’ are super counter-intuitive insights on building and scaling a business.
Marcellus's #3Longs3Shorts this week: An interview with Ravi Ashwin, the age of 'techno-politics' and why Peter Thiel is such an influential thinker are amongst our 6 curated picks to read this week.
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LR1: R Ashwin: ‘I’ve always been good at assessing batsmen, but now I think I’ve taken it to another level | Sidharth Monga interviews R Ashvin | Cricinfo
Here are the books we read, and in many cases reread in 2021. These were featured in Marcellus Book of the Month, a series we started in March this year.
Which ones did you read too and liked the most? Please let us know!
How does a smart company achieve dominance in its business? A short thread 👇🏼
Attack a challenging aspect of the sector: Eg. India is a vast country riddled with poor infra, diverse socio-economic demographics and non-uniform demand patterns which makes it challenging to build large B2C business (2/7)
Don’t address the challenge in a simple straightforward manner: The easy way is to build a push-based model through 3rd party wholesalers. Instead, build direct reach by removing intermediaries or create pull demand via influencers eg. Pidilite's initiatives with carpenters (3/7)