...Restoring SEC’s vigour and credibility within the financial regulatory Community. Value: vigor, credibility, high functioning, agile, intelligent, commitment, integrity. Goal: Financial Customer Internal process Learning and growth Mary set up three strategic themes/priorities to pursue • Operational levers, • People, • and organization levers that assisted in achieving those options. Three priorities a) Assessing what needed to be done within the organization (internal assessment) [ First get the right people and then lead the strategy ] 1. Schapiro recruited analysts and people who understood trading, market structure, corporate governance and a whole range of skill sets that would be important for the future. 2. She recruited people from Wall Street to restructure the SEC’s largest division – enforcement and examination - “to make this regulator more responsive, more agile and clever and capable of seeing around corner to figure out where the next problems were before they hit us in the face”. 3. Schapiro leveraged the SEC talent by bringing in new invigorating leadership. 4. Talented staffs on its books were sent to qualify as certified fraud examiners; a whole layer of management was removed and was reassigned to the front line 5. Specialized units was set up to focus on areas of concern such as corrupt foreign practices, insider trading, market manipulations and structured product. 6. New technology was...
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...Mary Schapiro's job was to fix the SEC. She didn't stop there. Meet the tenacious regulator who had a remarkable four-year run THE STRATEGIST02 SEP 2013 By LYNDA DUGDALE Mary Schapiro was appointed the 29th chairman of THE SEC and its first female chair | Photo: Andrew Goldie The US Securities and Exchange Commission (SEC) was reeling in the wake of harsh but justified criticism for failing to predict, control or even contain the global financial crisis. Under its watch, fraudster Bernard Madoff managed to operate the largest Ponzi scheme in history and Wall Street stalwart Lehman Brothers collapsed, taking billions of dollars, business confidence and reputations down with it. It was a heady time with traders investing in schemes they, let alone the regulators, didn’t understand and whose behaviour they couldn’t predict. Related: SEC skirmishes over standards The SEC, along with many of the world’s financial regulators, was starkly exposed as ill-equipped to deal with the chaos erupting across the globe. The US Government snapped into crisis mode and took the extraordinary move of handing the financial sector a multibillion-dollar bailout. But still the economy shook. Enter Mary Schapiro, a career regulator, to rescue a languishing SEC. Her job was to assess what went wrong and to ensure it didn’t happen again. Schapiro was appointed by US President Barak Obama as the 29th chairman of the SEC and its first female chair – though that fact, she says, got lost...
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...heady time with traders investing in schemes they, let alone the regulators, didn’t understand and whose behaviour they couldn’t predict. Related: SEC skirmishes over standards The SEC, along with many of the world’s financial regulators, was starkly exposed as ill-equipped to deal with the chaos erupting across the globe. The US Government snapped into crisis mode and took the extraordinary move of handing the ¬financial sector a multibillion-dollar bailout. But still the economy shook. Enter Mary Schapiro, a career regulator, to rescue a languishing SEC. Her job was to assess what went wrong and to ensure it didn’t happen again. ¬ Schapiro was appointed by US President Barak Obama as the 29th chairman of the SEC and its first female chair – though that fact, she says, got lost in the enormity of the task assigned to her. “When I joined in June 2009, my thought was of restoring the agency’s vigour and credibility within the financial regulatory community,” Schapiro told INTHEBLACK during a visit to Sydney recently. “I understood how really critical it was to the success of our economy to have an agency that was high functioning, agile and intelligent, and committed to investor protection and market integrity. “I think I had about a day as opposed to 100 days,” she says of the much-touted first 100 days used by many executives tasked with turning a flailing company around. So how does an executive go about picking up the pieces and...
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...Mary Schapiro In her role at the SEC, Mary Schapiro was known as one of the world's most powerful female regulators. She was named chair in the midst of the worst financial crisis since the Great Depression. As chairman, she helped strengthen and revitalize the agency by overseeing a more rigorous enforcement program and shaping new rules for Wall Street. During her tenure, the agency's work force brought about a record number of enforcement actions and achieved significant regulatory reform to protect investors. Schapiro leaves behind an agency that has regained its footing, stature, and morale following desultory leadership under its previous two chairmen and its embarrassing lack of action preceding the financial crisis. Under Schapiro, the SEC, which is usually thought to be the most prominent and important financial regulatory body in the country, brought a huge number of enforcement actions against financial institutions. Her job was to assess what went wrong and to ensure it didn’t happen again. During four years as SEC chairman, Schapiro presided over one of the busiest rule-making agendas in the SEC's history, during which the agency also brought a record number of enforcement actions, and executed a comprehensive restructuring program to improve protections for investors. Upon her departure, President Obama praised her leadership, saying the SEC became stronger and the financial system "safer and better able to serve the American people-thanks in large part to Schapiro's...
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...Mary Schapiro In her role at the SEC, Mary Schapiro was known as one of the world's most powerful female regulators. She was named chair in the midst of the worst financial crisis since the Great Depression. As chairman, she helped strengthen and revitalize the agency by overseeing a more rigorous enforcement program and shaping new rules for Wall Street. During her tenure, the agency's work force brought about a record number of enforcement actions and achieved significant regulatory reform to protect investors. Schapiro leaves behind an agency that has regained its footing, stature, and morale following desultory leadership under its previous two chairmen and its embarrassing lack of action preceding the financial crisis. Under Schapiro, the SEC, which is usually thought to be the most prominent and important financial regulatory body in the country, brought a huge number of enforcement actions against financial institutions. Her job was to assess what went wrong and to ensure it didn’t happen again. During four years as SEC chairman, Schapiro presided over one of the busiest rule-making agendas in the SEC's history, during which the agency also brought a record number of enforcement actions, and executed a comprehensive restructuring program to improve protections for investors. Upon her departure, President Obama praised her leadership, saying the SEC became stronger and the financial system "safer and better able to serve the American people-thanks in large part to Schapiro's...
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...Mary Schapiro’s job was to fix the SEC. She didn’t stop there. 1. Kotter’s eight steps As already noted, the SEC was starkly exposed as ill-equipped to deal with the chaos erupting across the globe. It was under strong criticism for the serious fraud of Bernard Madoff and the collapse of Wall Street stalwart Lehman Brothers. Accordingly, Mary Schapiro, a career regulator, was appointed the 29th chairman of SEC to save a languishing SEC. She changed the way they were doing things at the SEC including creating new structures, procedures, and programs to better address the modern financial markets as an urgent need to restore the credibility and public confidence in the SEC. This analysis is based on Kotter’s (1995) eight-step process for leading successful change. a. Establishing a sense of urgency The chairwoman argues that urgency is critical. Schapiro developed a change program with three priorities comprising internal assessment, investor protection focus and mistakes acknowledgement. The mission was to turn the SEC to be a high functioning, agile and intelligent, and committed to investor protection and market integrity. b. Creating a guiding coalition In order to able to manage the change process, she brought in new leadership and new senior team. The new leadership team set about retraining, skilling up and motivating the SEC’s talent staff. In addition, the investor –focused agenda was putting in place. The board and senior management and then all levels of decision...
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...Case Scenario 1: Impact of online shopping on shopping centres in Australia Industry The industry in question is the Australian Shopping Centre industry. Value Chain Value chain is not really relevant as the shopping centre spaces are simply rented out. Industry Life Cycle The industry is currently in the Maturity stage of its life cycle however could be entering into the shake-out stage in as little as 5 years. The figures provided by Mary Meekers suggest that online shopping will account for 12% of all retailing in the US by 2019 with online retailing in 2011 accounting for 4% and currently an estimated 8%. The figures in Australia are expected to be even greater. This presents a steady trend of traditional retailers becoming less necessary. The demand for retail space will therefore reduce together with shopping centres growth and profitability. However if retailers were to adapt to the new style of shopping and added value to their in store retailing together with an integrated online sales platform, traditional brick and mortar stores may continue to operate effectively. PESTEL – Remote Environment Analysis Political – Public perception of lost jobs may force local governments to attempt to keep retail outlets from closing their doors. (Positive) Economic – Retailing is highly dependent on the strength of the local economy. Sales figures are expected to rise by 0.3% in the next 5 years. This can be partially explained by the expected increase in strength...
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...Managerial Analysis General Electric Company (GE) . Principles of Management (MGT 1120) Name: Caleb M Bruce Date:11/30/2015 Company Background 1. General Electric Company (GE) international headquarters is located in Fairfield, Connecticut 06828 at 3135 Easton Turnpike. Being among the largest multinational corporations, it conducts business internationally in Angola, Australia, Brazil, Canada, China, Indonesia, Korea, and the United States of America as well as in six of the seven continents and in over 170 countries worldwide. 2. General Electric Company offers many products and services. GE provides financing to and for other growing organizations. This organization is key to the infrastructure of the global economy by providing billions of dollars to funding of other organizations. This organization also builds and produces appliances such as clothes washers, and dryers, dish washers, refrigerators and much more on an everyday consumer level to a corporate consumer level. They also are a big influence in lighting from how the electricity is transferred, to the bulb itself. They also produce power systems so large or home facilities can operate. Mainly with electric providing power generator support. Ge makes extensions into their aviation and automotive fields by building engines for the forms of transportation. 3. One of the original founders of GE is Thomas Edison in the year 1890. Entrepreneur Thomas Edison brought multiple of his companies together...
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...Notice of 2013 ANNuAl MeetiNg ANd Proxy stAteMeNt April 24, 2013 New orleans, louisiana Notice of 2013 ANNuAl MeetiNg of sHAreoWNers Time and Date: 10:00 a.m. central time, April 24, 2013 Location: ernest N. Morial convention center, 900 convention center Blvd., New orleans, lA 70130 March 13, 2013 Dear Shareowners: You are invited to attend General Electric Company’s 2013 Annual Meeting of Shareowners to be held at the Ernest N. Morial Convention Center, 900 Convention Center Blvd., New Orleans, LA 70130, on April 24, 2013, at 10:00 a.m. Central Time. Following a report on GE’s business operations, shareowners will vote: • to elect the directors named in the proxy statement for the coming year; • to approve our named executives’ compensation in an advisory vote; • to ratify the selection of our independent registered public accounting firm for 2013; and • on the shareowner proposals set forth on pages 44 through 49, if properly presented at the meeting. Shareowners also will transact any other business that may properly come before the meeting. You are eligible to vote if you were a shareowner of record at the close of business on February 25, 2013. Please ensure that your shares are represented at the meeting by promptly voting and submitting your proxy by telephone or the Internet, or by completing, signing, dating and returning your proxy form in the enclosed envelope. If you plan to attend the meeting, please follow the advance registration instructions under...
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...Citation: 18 Duke J. Comp. & Int'l L. 151 2007-2008 Content downloaded/printed from HeinOnline (http://heinonline.org) Thu Oct 17 14:15:18 2013 -- Your use of this HeinOnline PDF indicates your acceptance of HeinOnline's Terms and Conditions of the license agreement available at http://heinonline.org/HOL/License -- The search text of this PDF is generated from uncorrected OCR text. -- To obtain permission to use this article beyond the scope of your HeinOnline license, please use: https://www.copyright.com/ccc/basicSearch.do? &operation=go&searchType=0 &lastSearch=simple&all=on&titleOrStdNo=1053-6736 EXCHANGE CONSOLIDATION AND MODELS OF INTERNATIONAL SECURITIES REGULATION Bo HARVEY* INTRODUCTION In recent years, globalization and a growing demand for capital have increased competition within the capital markets for the business of issuers and investors.! This has led stock and derivatives exchanges to change their business models from mutual business entities, run for the benefit of their members, to demutualized corporations, run for the benefit of shareholders Consequently, as for-profit corporations, exchanges have looked to position themselves more competitively in an internationalized securities market. Part of such positioning has included increasing exchange alliances and acquisitions on a global scale. This is highlighted by the recent merger between the New York Stock Exchange (NYSE) and Euronext (the new entity to be known as NYSE-Euronext). With financial markets...
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...e eBook Collection This is a Protected PDF document. Please enter your user name and password to unlock the text. User Name: Password: Unlock Remember my user name and password. If you are experiencing problems unlocking this document or you have questions regarding Protectedpdf files please contact a Technical Support representative: In the United States: 1-877-832-4867 In Canada: 1-800-859-3682 Outside the U.S. and Canada: 1-602-387-2222 Email: technicalsupport@apollogrp.edu. This document is published by:Apollo Group, Inc. ISBN 1-256-49231-0 joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka jokaGlossary joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka joka ...
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...62118 0/nm 1/n1 2/nm 3/nm 4/nm 5/nm 6/nm 7/nm 8/nm 9/nm 1990s 0th/pt 1st/p 1th/tc 2nd/p 2th/tc 3rd/p 3th/tc 4th/pt 5th/pt 6th/pt 7th/pt 8th/pt 9th/pt 0s/pt a A AA AAA Aachen/M aardvark/SM Aaren/M Aarhus/M Aarika/M Aaron/M AB aback abacus/SM abaft Abagael/M Abagail/M abalone/SM abandoner/M abandon/LGDRS abandonment/SM abase/LGDSR abasement/S abaser/M abashed/UY abashment/MS abash/SDLG abate/DSRLG abated/U abatement/MS abater/M abattoir/SM Abba/M Abbe/M abbé/S abbess/SM Abbey/M abbey/MS Abbie/M Abbi/M Abbot/M abbot/MS Abbott/M abbr abbrev abbreviated/UA abbreviates/A abbreviate/XDSNG abbreviating/A abbreviation/M Abbye/M Abby/M ABC/M Abdel/M abdicate/NGDSX abdication/M abdomen/SM abdominal/YS abduct/DGS abduction/SM abductor/SM Abdul/M ab/DY abeam Abelard/M Abel/M Abelson/M Abe/M Aberdeen/M Abernathy/M aberrant/YS aberrational aberration/SM abet/S abetted abetting abettor/SM Abeu/M abeyance/MS abeyant Abey/M abhorred abhorrence/MS abhorrent/Y abhorrer/M abhorring abhor/S abidance/MS abide/JGSR abider/M abiding/Y Abidjan/M Abie/M Abigael/M Abigail/M Abigale/M Abilene/M ability/IMES abjection/MS abjectness/SM abject/SGPDY abjuration/SM abjuratory abjurer/M abjure/ZGSRD ablate/VGNSDX ablation/M ablative/SY ablaze abler/E ables/E ablest able/U abloom ablution/MS Ab/M ABM/S abnegate/NGSDX abnegation/M Abner/M abnormality/SM abnormal/SY aboard ...
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