Especially, the financial markets in Europe today are governed by a general agreement and consensus as to the inevitability of internal and external monitoring of the banks and financial institutions (Global Finance 2009). The banks in Europe are increasingly under the state and stakeholder-driven pressure to affect structural and remuneration reforms that positively discourage and restrain extreme risk-taking and promote productivity and efficiency. .
It goes without saying that Lloyds Banking Group is indeed a prominent and important British Financial Institution. Lloyds Banking Group came into existence after Lloyds TSB acquired HBOS in 2009. The British Government commands near to a 41 percent stake in the organization’s shareholding. Lloyds Banking Group comprises four business divisions that are Retail Banking, Wealth &. International, Wholesale and Insurance (Lloyds Banking Group 2010). The bank has business interests and operations scattered around a significant part of the world, including Asia, the Middle East, the US and Europe (Lloyds Banking Group 2010). Until now, to sell, promote and manage its highly diversified range of financial services and products, the group has predominantly relied on a divisional model, which is primarily a vertical structure, with its advantages and the accompanying bureaucratic arrangements, organizational hassles, and inflexibility.
Lloyd Banking .Group’s behemoth size is what worries the regulatory bodies, organizational management and the common and institutional investors (The Economist 2010). Even as per some of the conservative estimates, Lloyds Banking Group has a hold over say 1/5th to 1/4th of the overall UK market for mortgages, small business loans, personal loans, retail accounts and credit cards (The Economist 2010). Added to this, when one takes into consideration the Groups constrained borrowing options, Lloyd Banking Group qualifies to be called a task, which is still far from being over (The Economist 2010). . .