happywomble, I am glad we agree.
Part of the problem, which has been pointed out variously on this thread, is that bankers that messed up only work in very specific parts of the bank, namely all the executives at the helm who presided over risky lending policies and did not rein in excesses in the securitisation, credit default swaps and other derivatives, structured and collateralised debt obligation (CDO) activities and those engaged in those areas. I am probably even missing out or unfairly tarring some because I don't know enough.
But there are lots of other parts of a bank that still turn a very healthy profit. Could be retail banking, foreign exchange, private client, fund management, ... again, others know more than me.
I always find it difficult when bankers are described as 'they' because that is blurring the lines between the different parts of a bank and the very different types of business they are involved in.
Sometimes, 'they' is used in a way that encompasses even more than bankers and extends to hedge fund managers, regulators and financial advisors. The more the merrier and the bigger the target.
Any company that is involved in different types of business have its bad and good (you would hope) parts. When you buy this business, you want to ensure that the good part continues to churn the profits as you rehabilitate or sell off the bad.
It makes no commercial sense whatsoever to punish the good part for sins of the bad.