BankThink

Contrary to expectations about growing mortgage lending volumes, current industry trends suggest a gradual reduction in capacity for both lending and servicing that should alarm policymakers.

Compensation rules mandated by Dodd-Frank are a potential tool to make executives accountable for misconduct like the Wells Fargo scandal, if regulators are willing to use it.

Receiving Wide Coverage ...Deeply sorry: Wells Fargo CEO John G. Stumpf will tell the Senate Banking Committee Tuesday that he is "deeply sorry" the bank opened bank accounts and credit cards for customers without permission and that he takes "full responsibility" for scandal, according to his prepared opening remarks that were obtained by the New York Times and Wall Street Journal. Stumpf will strike "a decidedly contrite tone" before the committee, the Times said. "I want to apologize for not doing more sooner to address the causes of this unacceptable activity," he will reportedly testify.

In order to successfully and scalably combat card-related fraud and digital payments hacking, organizations need to rely less on standards like EMV and PAN/PRN, and recognize today’s currency is no longer just about money.

The Consumer Financial Protection Bureau can determine nearly anything to be an unfair, deceptive or abusive act or practice, and it's more likely to do so when lenders try to take advantage of regulatory loopholes.

There's no tech solution in the world that can prevent cybersecurity attacks. To mitigate risks, however, banks can apply four controls after they first determine their risk tolerances.

The revelations at Wells Fargo are reminder to directors that when a bank's performance is too good to be true, it likely is.

Receiving Wide Coverage ...Too much pressure: Wells Fargo's sales culture "rooted itself so deeply … that it eventually spiraled out of control," the Wall Street Journal reports. "Questionable sales tactics … were an open secret in Wells Fargo branches across the country," according to interviews the paper conducted with more than three dozen current and former employees, from area presidents down to tellers. "Many branch managers routinely monitored employees' progress toward meeting sales goals, sometimes hourly, and sales numbers at the branch level were reported to higher-ranking managers as many as seven times a day. Tension about how to meet the sales targets was common."

Here's why credit unions cannot afford to sit back and wait until after the election to lobby lawmakers.

Visa and Mastercard have both entered into partnerships with PayPal, turning a new page following a long history of competition