【正文】 y because, despite having worked in many official positions prior to CMB, I don’t consider myself to be an appointed official anymore or that I am entitled to my position. When I arrived at CMB, I thought of myself as a professional manager, and as such, I knew that my responsibility was to use my authority to manage and promote [CMB] and grow the pany properly. That means doing what a bank manager should do. There are two other things that have inspired me over the years and driven me to focus on the mission at hand. The first is professional responsibility. As a banker managing more than RMB 2 trillions of assets, you have the trust of many customers. Furthermore, more than tens of thousands employees have trusted me with their livelihoods. I have responsibility to this society, my customers and employees. The second is my passion and interest in [the sector], because if my only driver was responsibility, I might lose my way. However, I am extremely interested in what I do. I have been working with CMB throughout its transformation from a tiny seed to its present size with all my employees. The way I see it, real happiness is to do happy things with happy people. This might be one of the reasons why the media like me, and I am straightforward and frank in answering their questions as well. Ma: This has been our biggest challenge. CMB has grown from RMB 100 million in assets to RMB 2 trillion, its products and services have multiplied as well, and the plexity of the business has increased immensely. We’ve had to bring all sorts of people into the pany, including top managers. [That39。s why they are posting returns. So whether we like it or not, [the markets are connected] and the stock markets are certainly sending us those signals. That39。s do something, but the Germans will pay.”And [French President Nicolas] Sarkozy is quite good at that in convincing them to get [German Chancellor] Merkel [to pay] in spite of her political situation today. With the international financial crisis on the real economic impact of indepth, enterprise funds management Financial Strategy Chain Management into the traditional financial management as a major breakthrough in the the gradual spread of financial crisis, weak global economic growth, further increase pressure on the operation of enterprises, capital chain tension issues bee more prominent. In this case, strengthening financial management and improve efficiency in the use of funds has bee a business imperative. In bination with changes in the environment of financial risks, actual cases of enterprise for the carrier, will raise funds to finance the strategic core strategy, the fund management with the bination of corporate culture, a prehensive budget management as a means to build funding chain virtuous circle mechanism excellent financial management, enhance the profitability of raising capital funds ability to identify the chain of risk, thus further improving their financial risk prevention and early warning mechanism. Guillen:I would tend to think that it is not that likely that the Eurozone would unravel. I don39。t even know how much money there is in the country because their fiscal system it39。s the lesson from the Greece package. I think that knowledge reached a certain level in Europe [and] that we will see a strong response ing from Europe, from Germany, France and other countries. They can39。s coalition anyway, and Merkel is now being roundly criticized for allowing financial events in Europe to skid nearly out of control. Others point out that delaying action may have made the bailout more costly to Germany and others than it would have been earlier, as borrowing costs climbed dramatically in reaction to swiftly mounting perceived risks. In the runup to the announcement about the European aid package, Wharton professors Mauro F. Guillen(born and educated in Spain) and Saikat Chaudhuri(born and educated in Germany), and Jean Salmona (born and educated in France), founder and chairman of the editorial board of ParisTech Review, participated in an interview on the likely outes from the financial crisis facing Greece, some of its sister countries and the European Moary Union more generally. How did events spin so out of control? How will the politics of the crisis affect the Eurozones economic performance? And will there be similar crises in the future? Guillen, Chaudhuri and Salmona addressed these and other questions as well as many longerterm issues relevant in the wake of bailout efforts on May 7, just before the huge financial support package was announced. Mauro Guillen: The background to all of this is, of course, a little bit more than 10 years ago when some European countries adopted the euro as their currency. But they didn39。s financial authorities did not act sooner to avert potential disaster: The leading player in any stabilization measure is Germany, because of the size and strength of its economy. But Germany was caught up in regional elections in NorthRhine Westphalia that were critical to the future of Angela Merkel, the German chancellor, and her coalition. Merkel appeared to want to delay any action on the European financial crisis until after elections because much of the German electorate takes a dim view on bailouts for countries thought to have overborrowed and overspent. The elections, held this past weekend as the bailout measures were being worked out, resulted in a serious defeat for Merkel39。s been the lesson from the global financial crisis. I think that39。t. Greece needs to avoid the situation in which they don39。t make sense. At present, the mind of the French people is “Let39。s, clearly their recovery is ing from other places than their domestic market right now. That39。s fastchanging financial services sector. Ma, who has fed a reputation as one of China39