> I'm reminded of a newspaper interview with a bank director here in Sweden a few years ago. She spoke at length about how we should accept that our children wo

> I'm reminded of a newspaper interview with a bank director here in Sweden a few years ago. She spoke at length about how we should accept that our children won't have regular jobs - they would have a few 'gig' employments: driving a cab a few days each week before stocking shelves in the evening and maybe working part-time at an old-people's home. The obvious implication to me was that it was other people's children she was talking about not her's. On the contrary, they would obviously be sitting in the back of the cab, on their way to their well-paid career in banking, just like their mother. I sometimes question whether finance people (particularly those in intermediary institutions like banks) in general have the knowledge to understand how organizations actually operate. They seem to derive most beliefs about organizations from accounting statements, but don't seem to know much about "human resources," operations, organizational structure, management. Even areas like organizational strategy and legal compliance seem a bit out of reach. All of this is to say, from an accounting statement and naïve extrapolation point of view, maybe her prediction makes sense; when considering all of the other myriad factors that must be reckoned with across all organizations, I'm more skeptical.