What do we mean by “Moot Point” in the context of UBS? The answer is Kweku Adoboli, the CEO of a New York based financial services firm, who said something interesting about the HBR Case Solutions service and it’s relevance to UBS’s overall strategy:

“The real transformation here is not the implementation of an analysis or its execution. It’s more in being able to deliver the solutions to our clients,” he said. “The big challenge for us is how do we effectively deliver solutions that are used in most investment portfolios across the firm.”

This statement has many implications for the strategy of Kweku Adoboli, which starts with explaining what the HBR Case Study Solution is, and how he would like to use it as part of his company’s strategy. Indeed, there is a need to consider what he means when he says “allowing for delivery”. In other words, he believes that the data from the Case Study is only useful if the options the firm is considering are put into play, and the process of decision making through those options can be transparently communicated to investors.

But the challenge for any firm implementing a Case Study Solution is how to effectively communicate that message. How can this be done?

There are many firms that have been recognized as having a wealth of knowledge about financial institutions. But they cannot be the face of a firm. They can certainly help to find innovative and flexible solutions to high-level problems, but they cannot be the face of the firm. A strong communication culture is important to any firm, and it should apply in all areas.

This means that a Case Study Solution team must be able to communicate to shareholders that the firm they are working for, and any solutions to problems they might be looking to solve, are available from a professional, independent group of people. As Kweku Adoboli says, the real transformation here is in being able to deliver the solutions to our clients.

Case Study Communication therefore means that the firm as a whole, including all employees, is having access to the solutions, and they are providing a clear value proposition. Therefore, the communications team must provide the same message to the company as a whole.

This is not just about communicating better to shareholders, but also to the clients who are investing. Clients need to have access to the same level of services that the public (as opposed to the investing public) are receiving.

In other words, it is about communication. It means that the leaders of the firm must be able to communicate that their firm has the solutions they need, without doing so in a way that is meant to appear self-serving. Instead, they must go out of their way to make the case for themselves and the firm to the investors who are thinking about investing in the firm.

This is not about making decisions for the firm, but rather it is about making decisions that are going to make the investment management firms as a whole look good to their clients. It means the executive team of a firm must have the confidence to communicate their own investments and why they believe the investments are a good idea.

This would appear to mean that the communication for the executive team of investment management firms is about building a relationship of trust. The investment management firms as a whole must be able to build trust with their clients, and how they act in this respect will shape how their investors see the firm, and the success of the firm. In order to do this, Kweku Adoboli must establish clear and transparent communication processes for all of his employees. The firm must understand how to communicate with its clients and how to bring investors into the conversation.