Merrill Lynch in 2004 - Restructuring and Beyond
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Case Details:
Case Code : HROA008
Case Length : 14 pages
Period : 2001 - 2004
Pub Date : 2005
Teaching Note :Not Available
Organization : Merrill Lynch & Co.
Industry : Banking and Financial Institution
Countries : USA
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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“Today's business landscape is dominated by an atmosphere of cynicism and potential retribution; the message seems to be that risk is bad. If we attempt to eliminate risk, the result will be, ultimately, economic stagnation or perhaps even economic failure."1
- E. Stanley O'Neal, Chairman, Chief Executive, and President Merrill Lynch & Co., Inc.
"Stan was made CEO at the ultimate moment of truth. Our world was imploding, and he had the courage to make difficult decisions. If that's not heroic, I don't know what is."2
- Gorman, head of Merrill's retail brokerage.
Introduction
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Merrill Lynch & Co Inc. (Merrill), one of the world's premier investment banks, had been ranked as number one underwriter of stocks and bonds for 11 straight years prior to 2001.3 Recognized for its global research capabilities, Merrill was an advisor to corporations, governments, financial institutions and individuals worldwide.
It had been the defining brokerage house for most households in the US for several decades. Merrill provided capital market services, investment banking and advisory services, wealth management, asset management, insurance, banking and related products and services...
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