Can a Sleeping Giant Awake?

  • David Rogers


At the beginning of the last chapter, I made the comparison of Barclays and NatWest with Citicorp and Chase. My profiles of those US banks in The Future of American Banking (1993) suggest some striking similarities between Barclays and Citicorp as one pair, pursuing entrepreneurial, first-mover strategies, and between NatWest and Chase as another, having a more risk-averse style.


Financial Service Senior Manager Investment Banking Blue Arrow Building Society 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes and references

  1. 1.
    Much of the analysis to follow comes from interviews with senior managers at NatWest and Barclays.Google Scholar
  2. 2.
    Richard Reed, National Westminster Bank, A Short History, National Westminster Bank plc (archives), 1989, p. 52.Google Scholar
  3. 3.
    Financial Times, 10 March 1992.Google Scholar
  4. 4.
    Financial Times, 16 January 1990.Google Scholar
  5. 5.
    Financial Times, 19 April 1991.Google Scholar
  6. 6.
    Financial Times, 31 March 1992.Google Scholar
  7. 7.
    Guardian, 8 August 1998.Google Scholar
  8. 8.
    Wall Street Journal, 14 March 1997.Google Scholar
  9. 9.
    Morgan Stanley Dean Whitter, NatWest: Getting it Right in Retail Banking, 25 November 1997.Google Scholar
  10. 10.
    The Economist, 7 June 1997.Google Scholar
  11. 11.
    Morgan Stanley Dean Whitter, op. cit.Google Scholar
  12. 12.
    The following discussion comes from a field trip to NatWest’s Basingstoke store and from interviews with staff in NatWest’s UK Retail Bank.Google Scholar
  13. 13.
    Richard Freedman and Jill Vohr, Nordstrom, Stern, NYU, 1991.Google Scholar
  14. 14.
    Interviews for this book.Google Scholar
  15. 15.
    Financial Times, 18 November 1997.Google Scholar
  16. 16.
    Financial Times, 5 August 1998.Google Scholar
  17. 17.
    Financial Times, 22 April 1998.Google Scholar
  18. 18.
    Financial Times, 5 August 1998. For a perceptive commentary on Wanless’s changed management style and on culture change at NatWest, see Christopher Fildes article in the Daily Telegraph, 27 April 1998.Google Scholar
  19. 19.
    Financial Times, 30 June 1997.Google Scholar
  20. 20.
    Wall Street Journal, 25 November 1998, p. 1.Google Scholar
  21. 21.
    Financial Times, 1 September 1998.Google Scholar

Copyright information

© David Rogers 1999

Authors and Affiliations

  • David Rogers

There are no affiliations available

Personalised recommendations