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Compact case
Published by: Harvard Business Publishing
Originally published in: 2009
Version: 27 October 2009
Length: 3 pages
Data source: Field research

Abstract

Continuation of the (A) and (B) cases. Less than a month after the close of the merger between the Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses - and realizing the USD180 million of annual cost savings that they had promised Wall Street - were fraught with risk. Senior executives must evaluate the seriousness of the risks and identify alternative ways of integrating the two firms, while safeguarding the technologies that process and clear a substantial fraction of the world''s financial transactions.
Location:
Size:
40,000 employees, gross revenue USD12 billion
Other setting(s):
2007

About

Abstract

Continuation of the (A) and (B) cases. Less than a month after the close of the merger between the Bank of New York and Mellon Financial, managers at the two firms realized that plans for combining their asset servicing businesses - and realizing the USD180 million of annual cost savings that they had promised Wall Street - were fraught with risk. Senior executives must evaluate the seriousness of the risks and identify alternative ways of integrating the two firms, while safeguarding the technologies that process and clear a substantial fraction of the world''s financial transactions.

Settings

Location:
Size:
40,000 employees, gross revenue USD12 billion
Other setting(s):
2007

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