A Quote by Anne Robinson

I don't like the anonymity of the banking process - people now don't have a bank manager they ever meet. — © Anne Robinson
I don't like the anonymity of the banking process - people now don't have a bank manager they ever meet.
Innovation has stalled in the banking industry. While the rest of the world is in the digital age, banking remains stagnant. We are here to change this and bring banking to the 21st century. We will ensure our customers feel involved in the progress of this bank and are offering them a truly enjoyable banking experience – different from anything they have experienced before.
I like my anonymity - that when I meet people they don't know me.
My experiment in money exchange was the temptation to set up a bank. The absence of any Islamic banking was also another factor in establishing Al-Rajhi Bank, which is now the world's biggest Islamic lender by market value.
Repeal the entire Banking Act of 1933, and Austrian School economists will cheer, especially if the current system were replaced by a 100%-reserve competitive banking with no central bank. That banking reform would give us a sound money system, meaning no more business cycle, bailouts, or inflation.
I like my privacy, and my personal bank manager is one of my favourite people.
As a matter of fact 25% of our U.S. investment banking business comes out of our commercial bank. So it's a competitive advantage for both the investment bank - which gets a huge volume of business - and the commercial bank because the commercial bank can walk into a company and say, "Oh, if you need X, Y and Z in Japan or China, we can do that for you."
So perhaps the most worrying single remark made by a responsible banking official during the current crisis came from Jochen Sanio, the head of Germany's banking regulator BaFin. He warned on Aug. 1 that his country could be facing the worst banking crisis since 1931 - a reference to the collapse of Austria's Kredit Anstalt, which provoked a wave of bank failures across Europe.
I think my manager of 30-some odd years now, Tom Hammond. He's as fine a person as you could ever meet. And he's had great theatrical taste and has influenced me that way.
Part of the concept of the euro zone was to establish a common market. The banks were going to bank across all their countries like we bank across states. But that concept got killed for a whole bunch of reasons that I won't get into. That was a good concept, by the way. It may yet return, because there are huge economies of scale in banking. That's another thing people don't quite get.
Now, people have said that somebody told them that they saw somebody on the railroad bank or saw somebody going over the bank, but no one has ever been able to show any cartridges, any rifle, any pistol, no one has ever found anything other than the evidence about Oswald.
I keep wondering at night, 'Will I have a bank the next morning, or will some technology company be doing banking without needing a bank?'
I think that not relying too heavily on one bank and one bank manager is a good rule to learn.
A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures - A manager develops people.
I felt like onstage I have to have a certain amount of anonymity, like, personal anonymity, to feel loose and free. When you're up there with people who've known you for a decade, and you make a bad joke and you hear the cackling behind the drums, it's hard to get lost in the moment.
When commercial banking opened up for the private sector, I set up the retail-banking division for ICICI and grew it substantially. I then ran the international side of the ICICI Bank for a few years.
You could summarize everything I did at Apple was making tools to empower creative people. 'QuickDraw' empowered all these other programmers to now be able to sling stuff on the screen. The 'Window Manager,' 'Event Manager,' and 'Menu Manager.' Those are things that I worked on that were empowering other people.
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