Citigroup, one of the largest global banks, has faced mounting challenges in recent years. With three predecessors unable to effectively address its management issues, new CEO Jane Fraser took the helm in 2021 with a determination to turn the bank’s fortunes around. However, as Fraser embarks on a sweeping corporate overhaul, including possible layoffs, the future remains uncertain for Citigroup and its employees. This article analyzes the challenges and opportunities facing Jane Fraser and explores the potential impact of her strategy.
Since Fraser’s appointment, Citigroup’s stock performance has been lackluster, trailing behind both U.S. peers and top performers like JPMorgan Chase. To address this decline, Fraser’s main objective is to boost Citigroup’s returns to a minimum of 11% in the coming years. However, achieving this goal is no easy task, particularly considering the U.S. economy’s slowdown.
To improve Citigroup’s financial performance, industry analysts, like James Shanahan from Edward Jones, argue that a significant reduction in headcount is necessary. Fraser’s reorganization plan, internally known as “Project Bora Bora,” is rumored to involve job cuts of at least 10% in several major businesses. While this may be a challenging decision for Fraser, it is a necessary step to streamline operations and cut costs.
The Potential Impact on Employees
The mention of layoffs has instilled fear among Citigroup’s 240,000 employees. The uncertainty surrounding the process and its potential magnitude has affected employee morale significantly. Some bankers have even described the situation as “super, super low.” Additionally, the plan to eliminate regional managers, co-heads, and other positions with overlapping responsibilities may result in further cuts beyond the initial 10%.
Fraser’s plan involves more than just cost-cutting measures. The reorganization aims to remove unnecessary layers within the organization to improve client service. However, it remains to be seen whether expense reductions alone will be enough to convince investors of Citigroup’s future viability. Historically, the banking industry has witnessed initiatives to control costs that eventually fall short. Fraser will need to ensure that expenses drift lower and sustainably align with the bank’s long-term goals.
To guide the reorganization process, Fraser has enlisted the help of Titi Cole, Citigroup’s head of legacy franchises, who brings valuable experience from previous positions at Wells Fargo and Bank of America. Additionally, Boston Consulting Group plays a critical role in mapping out the bank’s organizational structure and recommending necessary changes. With their expertise, Fraser can effectively navigate the challenges ahead.
As the reorganization moves forward, many uncertainties persist for Citigroup employees. The ultimate number of layoffs will be determined in the coming weeks, and individuals in certain roles and departments face a higher risk. However, Fraser’s ultimate aim is to unlock value and improve the bank’s returns. With strong leadership and effective execution, she aims to steer Citigroup back to a path of success.
Fraser’s success in achieving Citigroup’s financial goals is crucial, given the bank’s history of underperformance. The pressure to deliver substantial results is heightened as missed targets and lackluster stock performance have resulted in investors questioning the bank’s long-term viability. Failure to deliver on these objectives may further fuel demands for more drastic actions, such as dismantling the company.
Jane Fraser’s tenure as CEO of Citigroup comes at a critical juncture for the bank. The need for a substantial headcount reduction, along with other strategic changes, presents both challenges and opportunities. With careful planning, effective execution, and the support of expert consultants, Citigroup has the potential to regain its competitive edge in the banking industry. The journey ahead may be arduous, but the stakes are high, and the rewards for success are significant.