Performance tracking constitutes a significant responsibility of organizational management. The task becomes all the more important when it is about Investment banking as striking a balance among the large number of services can make it difficult to follow the steps. However, equally true is the fact that no compromise can be made in the direction of performance assessment. The key is to use measurable, specific and actionable parameters to rely on.The categories, which can help in this tracking task are- Financial perspective, Internal Operations Perspective, Risk Perspective and Growth Perspective.Financial aspect can be had from KPIs like 'fraction of investments, which gave ROI equal to or more than the expected value', 'Proportion of revenue contributed by each of the services', 'average rise in investment' and 'maximum drop ever experienced in ROI'. This will ensure maintaining a stable economic stand. Risk can be evaluated via knowing the values for 'Tier I capital', 'Capital Adequacy ratio', '% of portfolios with fatter tails in their 'return distribution' and 'number of instances when restructuring was done in the organization'. Internal Operations can be measured through indicators such as 'number of services offered', 'Frequency of revising performance evaluation and reward systems', 'Fraction of revenue contributed by the intellectual capital' and 'Number of alliances or joint ventures with -Global Top Players'.The last perspective i.e. Growth can be known by keeping an eye on measures like 'Rise in competitive position', 'rate of Expansion', '% increase in the contribution by each service offered by the organization' and 'customer concentration ratio'.
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Organizations operating in Investment banking sector are required to carry out a number of activities like 'capital raising', 'trading in securities', 'Merchant banking', 'investment management' and 'handling M& As (Mergers and Acquisitions).
Owing to the wide variety of activities these are involved and the dynamics underlying the operations, a complicated environment is what comes up. Several factors that have an impact on risk and returns of the securities are to be looked after to result in useful and attractive outcomes.
Further, large number of legal issues (such as obtaining license) have to be taken care of by such players. At the same time, meeting the expectations of clients is another subject that deserves attention. Also, employees are expected to be armed with sufficient experience and knowledge to accomplish the tasks successfully.
Paying uniform heed to all these aspects makes it mandatory that an effective 'management performance tool' be brought into use. One such methodology is Balanced Scorecard that has 'metrics' as its motifs. This is to say that indicators, to which 'target and actual numbers' can be allotted are looked for and categorized under suitable groups.
This is the actual scorecard with Investment Banking Indicators and performance indicators. The performance indicators include: financial perspective, % of investments that fetched roi, equal to or more than the expected value, proportion of revenue brought by each service offered, average rise in investment: revenue ratio, maximum drop experienced in roi, risk perspective, tier i capital, capital adequacy ratio, % of portfolios with fatter tails in the return distribution, number of instances when restructuring was done in the organization, internal operations perspective, number of services offered, frequency of revising performance evaluation and reward systems, fraction of revenue brought by the intellectual capital housed in the organization, number of alliances or joint ventures with global top players, growth perspective, rise in competitive position in last 5 years, rate of expansion, % increase in the contribution of each service, customer concentration ratio.
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