花旗帝国

花旗帝国

图书基本信息
出版时间:2005-01
出版社:中信出版社
作者:(美)莫尼卡•兰利
页数:406
译者:刘晶晶
书名:花旗帝国
封面图片
花旗帝国
内容概要
  2003年,花旗集团总资产约2000亿美元,成为全球规模最大的金融集团。集团总裁桑迪·韦尔身为犹太移民之子,克服了无数艰辛以及外界根深蒂固的偏见,成功打造了全球最大的金融帝国,并获选全美“2002年度最佳CEO”。 本书作者经过近500次的第一手采访,不仅生动描述了金融巨子桑迪·韦尔传奇的一生,而且真实地记录了华尔街以及美国金融世界的起起落落。尽管桑迪·韦尔最初创立的公司被华尔街嘲笑为“加生菜的腌牛肉”他仍然开创了自己第一个事业高峰——希尔森公司。然而接下来迎接他的却是被自己苦心经营的公司扫地出门,变
作者简介
作者:(美)莫尼卡·兰利 译者:刘晶晶莫尼卡?兰利有着12年为《华尔街日报》撰稿经历。她写的一系列报告文学经常见诸报纸的头版。她还做过8年的执行律师,现在和丈夫、女儿住在纽约市。
书籍目录
前言
年度CEO之夜第1章
披荆斩棘杀出条血路
第2章
加生菜和腌牛肉
第3章
打入新教徒后裔的老巢
第4章
流放派克大街
第5章
重返纽约上流社会
第6章
穷乡僻壤中的大人物
第7章
机构扩张
第8章
喷气式飞机与金以降落伞
第9章
绝妙的平衡
第10章
重回华尔街
第11章
红伞第12章
抉择第13章
终极并购第14章
九头怪物第15章
僵局第16章
摊牌第17章
隐患
第18章
意外一击第19章
力挽狂澜后记致谢
章节摘录
插图
媒体关注与评论
这本笔触优美、节奏明快的读物,是迄今描写桑迪•韦尔的最好的作品。 ——美国《商业周刊》 一个非常有趣的故事。半个世纪以来的社会和经济变迁彻底颠覆了华尔街,本书对这段经历的描述引人入胜。 ——美国《福布斯》杂志 本书不只是讲述一个人如何不屈不挠攀爬到金融市场的最高峰,也把华尔街在20世纪90年代如何转变的过程忠实地记录下来,令人心醉神驰。任何对当前金融市场感兴趣的财经人士,都希望一睹为快。 ——《门口的野蛮人》作者之一,巴洛
编辑推荐
这本笔触优美、节奏明快的读物,是迄今描写桑迪·韦尔的最好作品。本书不只是讲述一个人如何不屈不挠攀爬金融市场的最高峰,也把华尔街在20世纪90年代如何转变的过程忠实记录下来,令人心醉神驰,任何对当前金融市场感兴趣的财经人士,都希望一睹为快。
图书标签Tags
金融,传记,华尔街,人物,投资
下载链接

花旗帝国下载

评论与打分
  •     这本书写得非常的精彩~~~~很难得作者可以写得详细又不沉闷非常非常推荐有兴趣的人看,也是很值得一看的一本好书~桑迪的奋斗经历和书本一样,异常精彩~~!
  •     买了一段时间了,终于乘休息的时候看完了,觉得还是蛮有启发的,对于要从事金融业的人可以更多的了解花旗银行的近代历史。
  •     这是一本激动人心的书.如果你喜欢游弋于商界之中.
  •     这本书还可以哦,不过感觉更象人物传记一些,看看还是可以的。
  •     这本书虽然是传记,但很精彩。其中的一场又一场收购让人既紧张又振奋,仿佛进入其中。桑迪的经历鼓舞人心,让人对未来燃起奋斗的精神,很值得一看的!
  •     但是都印刷了n版了...还有错别字 小瑕疵了...
  •     这个页面内的关于此书的介绍都可以信任,非常非常非常的精彩.
  •     非常激动的看完了本书,没花几天时间。但是感觉很遗憾,最终结尾非常意外。所以不甘心,自己找了些资料来查看,才知道他在2003年隐退,如果写到他隐退为止的话,我想应该更加精彩,而且非常完美吧!但书本身真的很不错,不明白为什么会有那么少的几个人才写了评论,好书应该很多人去分享的呢!
  •     还没看完,而且我也不是学经济金融方面的,还是觉得很有意思,也能学到些东西,是本不错的书~
  •     描写的很完善,值得一看
  •     通过这本书,能够了解到世界级资产巨鄂的真实生活。
  •     在《卓越之道——商界钜子给年轻一辈真挚的事业箴言》中读到花旗全球副总裁谈到她在花旗的成长经历还有花旗高层间的信件,那也是一本不错的好书很多有价值有启发的信息:当Charles Prince接替桑迪. 阅读更多
  •     之前读过经济科学出版社的《卓越之道-商界钜子给年轻一辈真挚的事业箴言》,第一篇花旗的全球副总裁就谈到她在花旗的成长经历,还有花旗高层之间的信件,印象深刻:当Charles Prince(查尔斯.普林斯)在2006年接替桑迪. 阅读更多
  •       一本很好的书。比起国内许多一味吹捧传主的作者们,最佩服作者的独立观点,不因桑迪的位高权重而“扬长去短”,而是塑造野心勃勃的有血有肉的真实桑迪。
      只是有一点不明白,既然书名叫花旗帝国,应该是写花旗的成长史,为什么直到书最后一部分才提到花旗。(很可能是我还太浅薄吧,呵呵,语文学的不是很好)
      读完这本书,对桑迪最大的评价就是“奸”(无奸不成商,对他来说太贴切了)。厚黑学在他身上展现得淋漓尽致。在他到达最终的巅峰之前,所有人,所有曾经工作过公司,都只是他的工具而已。科根,科恩,戴蒙,这一个个他曾经最亲密的伙伴,最后都和他分道扬镳。同时,作为一个机会主义者,他并购了一个个公司,作为他登上巅峰的垫脚石。当然,这只是一些我个人偏颇的负面评价,仅供参考或消遣。至于他的谋略,胆识和天才的眼光,要读者自己慢慢揣摩了(我相信其他评论也说的很多了)
      
  •        桑迪韦尔成功了,做到了,靠不断的收购、合并,他终于实现了自己的梦想,同时也造就了一批追随自己的兄弟,让他们光彩夺目。
      
       这条路很曲折,有成功,有喜悦,也收获名气,也要经历挫败,痛苦,和常年不能跟家人共用晚餐的机会,韦尔一直以为自己将要继承老爸的生意,进入家族企业,直到快毕业的时候老爸跟老妈说去买包烟,然后一去不复返,自己的这个梦想破灭了,后来韦尔跟人合伙开了公司,在公司里韦尔属于技术派,所以可以算作最默默无闻的,后来如同中国人合伙开公司一样,各种矛盾产生,崭露头角的合伙人一个个陆续离去,一直默默无闻,低调的桑迪韦尔,决定出来试试,坐上了CEO的位置,此刻之前,华尔街没几个人认识桑迪韦尔,更不用说普通的老百姓,此刻之后,桑迪韦尔的传奇人生开始了,自信这东西与成功是相辅相成的,我相信韦尔刚开始做CEO的时候,是诚惶诚恐的,慢慢地公司赚钱了,韦尔也就慢慢更加自信了,然后就开始有更大的想法,收购有价值的公司,收购昔日辉煌但正在走末路的公司,于是韦尔的帝国大厦慢慢建立起来了,买与卖,对于韦尔来说,具有相同的价值观念,情感因素不能占主导,即使是把自己亲手建立的公司卖给美国运通,这里的公司政治纠纷就比较多,CEO之争,利用和出卖自己的兄弟,最后被扫地出门,这是桑迪韦尔人生这出戏的上半场,惨淡黯然收场。中场休息后,桑迪韦尔依照一贯的路数,不断收购,不断兼并,逐渐壮大自己,收购所罗门,收购美邦,最后并购旅行者集团,终极合并出场了,与花旗合并,成立花旗帝国,与花旗原CEO,也是个传奇人物的里德一起做联合CEO,所有的并购合并对于韦尔来说都是有足够的理由,这次与花旗也不例外,因为旅行者集团与花旗银行更多的是互补而不是重叠,然后赶走了自己最得意的门生戴蒙,虽然花旗帝国赚钱的程度屡创新高,但联合CEO的弊端体现的淋漓尽致,两个CEO对于管理公司基本上没有相同的理念,大批的高层经理不管是来自原花旗还是旅行者集团离职,不得已请原财政部正鲁宾做第三方缓冲,从98年合并到2000年,那天终于来了,经过董事会八个小时的争吵,韦尔赢了,里德退休,里德愤怒韦尔的背叛,没有按照合并时的承诺一起退休,而韦尔实际上骨子里从没有想过退休,虽然年纪已经算比较大了,在经历了一系列事件,911,2002年的不断负面新闻,我想韦尔是有点累了,虽然最后力挽狂澜,让花旗帝国安然度过危机,他开始考虑退休了,任命普利斯做CEO,自己只保留董事会主席一职,2006年完全退休。
      
       以上只是这出戏的故事大纲,故事的精髓才是我要吸取的,韦尔治理公司的特点是什么,一是成本控制,消减一切不必要的开支;二是盈利最重要,谁不能赚钱谁就走人,术语点就是目标管理;三是员工持股,自己给自己卖力,这三点完完全全灌输给每个员工,最后一点是通过不断的收购兼并来扩大自己(在华尔街好像是家常便饭),对人管理这块,没有太突出的东西,亮点是定期举行高层经理的聚会(可以带家眷),遗憾的就是自己对两个得意门生的处理,这两个门生恰好是上下半场重头戏,与美国运通和花旗的合并,其他的就没什么,管理风格因人而异,花旗原CEO里德就代表着另一种管理风格,但是他也成功了,被冠以天才称号,所以成功的路有千万条,没有固定的成功管理方法,另外我很敬重戏中人的一点就是,不管桑迪韦尔还是里德,都有很强的道德感以及忠诚,个人生活作风也很好,在华尔街饱受诟病的时候,韦尔准备通过一系列行动重塑形象。韦尔在接班人方面做的很差。
      
       不熟悉华尔街,不是干银行业的,只知道的是他们都很有钱,豪宅,游艇,私人飞机,豪车(没有提及此点,可能车实在是不够格),美食,着实让人羡慕嫉妒恨。
      
       是为读后感。
  •       作为一直被美国商界歧视的犹太人,桑迪‧韦尔(Sandy Weill)的58岁充满了屈辱和痛苦。1985年6月25日,是个星期一,经过一天一夜的痛苦抉择,凌晨两点钟,他收拾好自己的东西,离开苦心经营22年的公司,带着沮丧和疲惫,被迫辞去美国运通公司“执委会董事会主席”的虚衔,开始了退休生活。
      对热衷巅峰权力的桑迪‧韦尔来说,58岁退休无疑是在逼他自杀,他相信自己,更相信自己的经验和独到的眼光无人能及。所以,当1985年6月26日一早醒来,他给自己做了双重定位:一、运通公司羞耻的失败者;二、流放江湖的CEO。那么,既然自己还是CEO就要做点什么,于是,他找来昔日伙伴基姆‧戴蒙(Jim Damon),彻夜商谈后,两个失意者决定再战江湖,他们把办公地点选在曼哈顿的西格拉姆(Seagram)大楼,那是美国著名建筑师密斯•凡•德罗的杰作,虽然没有运通公司大楼气派,但是桑迪看中它一层的“四季餐厅”,那是整个华尔街乃至曼哈顿富豪名流光临的地方,里面的每一次正餐聚会,都被媒体誉为“权力午餐”。
      经过漫长的蛰伏和等待,机会终于来临。1986年6月3日中午一点钟,两位来自马里兰州首府巴尔迪摩的客人坐在桑迪的会议室,他们是美国商业信贷公司(Commercial Credit Company,简称“3C”)的副总裁和财务官,这家陷入财务困境的公司急需得到一位桑迪‧韦尔这样的传奇英雄进行拯救。面对突如其来的邀请,桑迪和戴蒙立即开展头脑风暴,他们太需要这样一个机会来证明自己了。很快,助手就把“3C”公司的数据摆到桑迪桌面,这是一家总资产55亿美元的金融公司,在28个州建有办事机构,下辖400个贷款处,年收入11亿美元,表面看起来运营正常,但是经过评估桑迪发现它的“消费者金融业务”这一项只是个漂亮的幌子,丝毫没有发挥现代金融体系的作用。任何公司的后台运作一旦被桑迪找到突破口,就会成为他泄洪的闸门,于是,在前总统福特的支持下,1986年9月12日,桑迪以很低的价钱买下“3C”,入主的第一天,就消减了2000名员工,收回了所有免费车辆,砍掉退休人员的公费医疗,给每名信贷员定出按月提成的规章,并对全部留任员工进行绩效速成培训。一年零一个月之后,焕然一新的“3C”公司在桑迪的带领下,搬到纽约派克大街立脚,“强者桑迪”终于回归华尔街。
      
  •       
      “占领核心,占领边缘”--后台处理。
      肉食性动物---总是并购方式的成长。
      
      关于爱情,不只一次的结婚桑迪、阿瑟、鲁滨逊,玛丽麦克德莫特-白马王子保护不了,与福克斯-《天生一对》的眩昏爱情。
      还有《桑迪自传》
      
  •       不得不佩服这个资本运作高手,看完这本书一年后,这老家伙终于退休了,这周的经济观察报还有关于他的文章。
      
      佩服他的成本控制,他以小吃大并购大企业的魄力。虽然这人脾气暴躁,以至让很多身边人离开,但这也足够说明了他的优秀,离开他的人到了其他的金融企业都是数一数二的高管,也说明了他培养、提拔手下人的能力。
      
      他的自传好像已经出版了,可以对比一下,他眼中的自己和这本书中的他又没有不同呢
  •       桑迪・韦尔三个特点:脾气差,人小气,太偏执。在这样的人手下工作可以激发你的潜能,但是呆久了……
      
      全书行文流畅,偶看了两天看完了。不过书的后面1/4写的没有前面的精彩,激情也没了,味道完全不同。可能是原作者写累了,也可能是翻译者翻累了;或者后面不是作者自己写的,也可能后面是翻译的时间不够请别人翻的……总之,找不到英文版的,没结论
  •       TIME 100: The People Who Shape Our World
      
       ILLUSTRATION FOR TIME BY LARA TOMLIN
      From the Magazine | Builders & Titans
      Jamie Dimon
      The Banker Who Thinks Big
      By DANIEL EISENBERG
      SUBSCRIBE TO TIMEPRINTE-MAILMORE BY AUTHORArchive: Jamie Dimon : JPMORGAN CHASE
      Business: Dimon's Jewel
      
      Posted Sunday, Apr. 30, 2006
      Big expectations aren't new for Jamie Dimon. Ever since he helped his mentor Sandy Weill build the financial-services powerhouse that became Citigroup in 1998 (only to get booted by the boss), the brash, brilliant Dimon has been considered one of the few rock stars in banking.
      
      But now that Dimon, 50, has taken over as head of J.P. Morgan Chase, the nation's third largest bank, the industry is eagerly watching to see whether he can make music in the global financial-services supermarket that he helped shape. So far, Dimon has at least succeeded in shaking up J.P. Morgan, bringing to the job his trademark drive, candor and painstaking attention to detail. He has slashed some top managers' bloated salaries, preferring performance pay. He has canceled a multi-billion-dollar outsourcing deal with IBM to bring technology in house, settled charges of wrongdoing from the Enron and WorldCom scandals, and is bringing some consistency to the firm's volatile earnings.
      
      Still, Dimon needs to add more retail muscle at home and abroad to deliver on the promise of his career, which means people are expecting not just big things but big deals from him. And he wouldn't have it any other way.
      
      
  •       Jamie Dimon (1956–)
      President and chief operating officer, J. P. Morgan Chase & Company
      
      Nationality: American.
      
      Born: March 13, 1956, in New York City, New York.
      
      Education: Tufts University, BA, 1978; Harvard Business School, MBA, 1982.
      
      Family: Son of Theodore Dimon (broker) and Themis (maiden name unknown); married Judith Kent; children: three.
      
      Career: Goldman Sachs, 1978, intern; Management Analysis Center, 1978–1980, consultant; American Express Company, 1982–1985, vice president and assistant to the president; Commerical Credit Group, 1986–1989, executive vice president and CFO; 1989–1991, president and CFO; Primerica Corporation, 1991–1993, president and CFO; Smith Barney, 1990–1993, chief administrative officer; 1993–1995, COO; 1996–1997, chairman and CEO; Salomon Smith Barney Holdings, 1997–1998, cochairman and coCEO; Citigroup, 1998, president; Bank One, 2000–2004, chairman and CEO; J. P. Morgan Chase & Company, 2004–, president and COO.
      
      Address: 270 Park Avenue, New York, New York 10017; http://www.jpmorgan.com.
      
      In 2004 James Dimon—well known as Jamie—an executive who spent most of his career under the tutelage of Citigroup's Sandy Weill, finally emerged from the tycoon's shadow, doing so as a viable threat to his once revered mentor. The most interesting chapter of Dimon's life remained to be written after he resurrected the struggling midwestern Bank One by cutting costs and administering financial discipline. Effective June 15, 2004, J. P. Morgan Chase & Company acquired Bank One for about $58 billion in stock, forming the second-biggest U.S. bank, with loans and assets of $1.1 trillion. Dimon was expected to succeed the J. P. Morgan chair and CEO William Harrison in 2006.
      
      By 2004 Bank One had become the sixth-largest U.S. bank, with assets of $320 billion. Its businesses, which spanned the United States and about a dozen other countries, comprised consumer, corporate, and institutional banking; lease financing; investment management; and brokerage, insurance, and consumer finance, including mortgages and student loans. The company had some 1,800 branches in 14 mostly midwestern and southeastern states. Bank One also managed the One Group mutual-fund family and was one of the largest issuers of credit cards in the world, with nearly 52 million cards in circulation and $74 billion in managed receivables. Early in 2004 the company bought most of the business of the U.S.-based Zurich Life from Zurich Financial Services.
      
      A Child of the Industry
      
      Dimon's career in the brokerage business seemed preordained by his lineage. His grandfather, a Greek immigrant from Smyrna, was a broker and passed on his knowledge of the business to his son and partner, Theodore Dimon. Jamie Dimon's father and grandfather worked together for 19 years, and Dimon worked summers in their New York office.
      
      Shaped By a Mentor
      
      In 1978 Dimon graduated cum laude from Tufts University. He worked for the Management Analysis Center, a consulting firm in Boston, for several years and then enrolled in Harvard Business School. The Harvard professor Jay O. Light noted in BusinessWeek, "He was generally perceived as one of the very brightest guys in finance in that class" (October 21, 1996).
      
      While a student at Harvard, Dimon interned at Goldman Sachs and was offered a job there after graduation in 1982. He declined, instead going to work for the mentor who would profoundly shape his career: Sandy Weill. The two men had met six years earlier; Weill knew Dimon's father and the two families had formed a close relationship, convening annually for Passover dinners. Dimon's mother gave Weill a copy of the college thesis her son had written about the 1970 merger of the two brokerage firms Shearson Hammill and Hayden Stone—a union engineered by Weill, who had been running Hayden at the time. Impressed, Weill offered Dimon a summer job. Recalled Weill in the New York Times, "After a week he was telling me how we could do things better" (July 13, 1995).
      
      Building from the Ground Up
      
      From 1982 to 1985 Weill and Dimon teamed up at American Express, where Dimon signed on as vice president and assistant to the president. Dimon's abilities to crunch numbers meshed well with Weill's people skills. When Weill was forced out of American Express, he made Dimon his second in command at the little-known consumer-lending outfit that he bought called Commercial Credit Company. That tiny firm was the beginning of what would eventually become Citigroup; as quoted by the New York Times, when asked about his decision to stay with Weill, Dimon replied, "I love the idea of being in on the ground floor" (July 13, 1995).
      
      Restructuring an Ultimate Winner
      
      Dimon was a key member of the team that launched and defined Commercial Credit's strategy. He served as the company's chief financial officer and an executive vice president and then later as president. Through the course of Dimon's time at the firm, Commercial Credit was completely restructured and made numerous acquisitions and divestitures, substantially improving its profitability. The most significant transaction was the 1987 acquisition of Primerica Corporation, which included Smith Barney. Commercial Credit then assumed the Primerica name. In 1983 Primerica had acquired the Travelers Corporation (of which Smith Barney was a part), which had then been renamed Travelers Group. Between 1987 and 1994 the Travelers unit of Primerica touted compound annual growth of 21 percent in per-share earnings—an achievement that executives credited to Dimon's staunch financial discipline.
      
      Emerging from Merger After Merger
      
      At Travelers, Dimon was named chairman and CEO of its Smith Barney subsidiary in January 1996, having previously served as COO and chief administrative officer. Dimon's father had once worked at Smith Barney, so the younger Dimon knew the firm well; he would help transform Smith Barney from a small brokerage into a major Wall Street player. He was put in charge of integrating Smith Barney with Shearson, the brokerage business that Smith Barney purchased in 1993. Dimon recalled the difficulty of extricating Shearson from Lehman Brothers, its former sister company, and from American Express, its old parent—comparing the process in the New York Times to "splitting apart Siamese twins" (July 13, 1995). Elsewhere he stumbled trying to build the company's investment-banking business, luring bankers from Morgan Stanley with exorbitant pay packages that robbed colleagues of a substantial portion of the bonus pool. Morale declined and dozens of bankers left the company. In January 1996 Dimon apologized to his team, as quoted by BusinessWeek: "I know I made mistakes, and I'm sorry. Let's move forward" (October 21, 1996).
      
      A Precocious Performer
      
      Dimon quickly rebounded and in 1996 became the chairman and CEO of Travelers' Smith Barney subsidiary—at age 40 he was the youngest CEO of a major securities firm. His achievements included spearheading the firm's arrival on the Internet, making Smith Barney the only brokerage to tie into the widely used personal-finance software program Quicken, and pushing the company to become the first brokerage to offer no-load mutual funds to customers. As Dimon emerged from his mentor's shadow with the confidence to make his own decisions, tensions between the two began to surface. One insider who wished to remain anonymous noted in BusinessWeek, "Jamie's riding high on Smith Barney's success. He can hold stronger views than ever before" (October 21, 1996).
      
      Numbers Are Not Everything
      
      A bullish market—along with Dimon's unrelenting focus on keeping costs down—continued to fuel Smith Barney's strong performance. In 1996 the company's return on equity was among the highest in the industry; in the second quarter of that year it was a record 36.7 percent. In the fall of 1996 Smith Barney contributed 30 to 40 percent of its parents' earnings. Dimon's only demerit throught that period of time was his lack of people skills; during one meeting with 20 employees, as reported by BusinessWeek, Dimon openly disparaged one underling, saying, "That is the stupidest thing I ever heard" (October 21, 1996). An employee who witnessed the exchange noted, "It wasn't personal or mean spirited, but he would be more effective if he would lighten up" (October 21, 1996).
      
      Too Many Mergers Compromise Quality
      
      In November 1997, with the merger of Smith Barney and Salomon Brothers, Dimon became cochairman and co-CEO of the combined firm. In 1998 Weill and Dimon engineered a $73 billion deal: Travelers Group, the brokerage and investment-banking and insurance giant they had created from humble beginnings, purchased the retail market leader Citicorp to form Citigroup. Their aim was nothing less than to transform the financial-services landscape by creating the first comprehensive financial-services behemoth with dealings in both the consumer and corporate banking markets.
      
      For half a year after the $73 billion 1998 merger of Citicorp and Travelers, Dimon, Sir Deryck Maughan, and Victor Menezes were all given co-CEO status to supervise the investment-banking segment of Salomon Smith Barney (SSB). Under their watch SSB lost hundreds of millions of dollars in overseas markets and other risky bond investments.
      
      Power Struggles Destroy a Relationship
      
      Concurrently the tension between Dimon and Weill reached a boiling point when Dimon refused to appoint Weill's daughter, Jessica Bibliowicz, as chief of asset management at Travelers and as well to turn over Salomon's bond business to Weill's son, Marc. A $1.3 billion trading loss in Dimon's Salomon division further exacerbated the situation. On November 1, 1998, the man Dimon had once referred to as a second father asked him to resign. Dimon said several years later in Money magazine, "It was a surprise. And yes, it was hard, because that company was my baby, my family" (February 2002). Dimon had been forced out. Given the choice between his own children and his "adopted" son, Sandy Weill had favored his blood. Ironically both of Weill's children wound up leaving their father's firm.
      
      The news of Dimon's departure seemed to stun Wall Street, which had expected Dimon to become chairman of Citigroup after Weill's retirement. Sally Krawcheck, the analyst at Sanford C. Bernstein & Company, told the Washington Post, "I was shocked, followed by terror about his resignation. I went through mourning, denial, all that stuff. This is a man who is tremendously respected" (November 3, 1998). In fact Dimon was so well respected that when he stepped onto the Salomon Smith Barney trading floor after handing in his resignation, one thousand traders responded by giving him a standing ovation. In the Washington Post a Salomon investment banker said, "We all wanted to hate him, but he turned out to be a real quality guy. He was thoughtful and always willing to spend time explaining" (November 3, 1998). In a coincidental twist, in 2003 Krawcheck joined Citigroup as director of research for its Smith Barney Division—the unit Dimon had helped build.
      
      As far as Dimon was concerned, Weill's motivation in forcing out his right-hand man and protégé of 17 years was transparent. He compared the situation to a Shakespearean tragedy, casting himself as the Earl of Kent, who paid the price for challenging the authority of King Lear.
      
      Tied to the Banking Industry
      
      On March 27, 2000, after an 18-month break from the financial-services industry, Dimon became the chairman and CEO of Bank One, the fifth-largest bank in the country. Dimon said he turned down top jobs at Amazon.com and other coveted employers because banking was an inextricable part of his life. As he told Money magazine, he came to his decision after taking more than a year off: "I just took out that old white pad: Maybe I want to be an investor. Maybe I want to be a teacher. Maybe I want to write books. Maybe I want to stay home and be with my kids when they're growing up. I thought about all of that, and I was very open-minded about it, and what I came to is: My craft is financial services. Right or wrong, that's what I know, and I'm pretty good at it" (February 2002).
      
      Dimon had been hired to turn around the ailing Bank One, which had been hit by a series of management missteps and earnings shortfalls beginning in 1999 that left the bank with a $511 million net loss in 2000. Dimon told the Lafayette (IN) Journal and Courier, "I want to make the company strong so it's a predator, not the prey" (April 3, 2000). Dimon backed up his words with cash, buying two million shares of his new company. He remarked in Money magazine, "Ownership is a critical thing. Even if you run a retail store, you think, 'Hey, it's my store, my company,' and you run it like it's your own. And I learned that from Sandy" (February 2002).
      
      A Focus on Costs Begets a Turnaround
      
      In his first year at Bank One, Dimon strengthened the management team and fortified the corporation's balance sheet, saving more than $1 billion through waste-reduction efforts. He severed relationships with corporate borrowers that failed to purchase the company's more profitable services, such as money management and stock underwriting, and closed the much-hyped but unprofitable online division, WingspanBank.com. Each of the company's 1,800 offices were ordered to post profit-and-loss statements, and branch managers were compensated based on net revenues, not sales. Dimon scrutinized every dollar the company spent. As reported by Money, when a high-level executive informed him of the numerous subscriptions held by the company, Dimon said, "You're a businessman; pay for your own Wall Street Journal " (February 2002).
      
      During this period Dimon's conservative side emerged. After taking the reins at Bank One, he immediately implemented a complex risk-management system that left the company with a more diversified investment portfolio. The procedure put in place by that system led Bank One to reduce loans to WorldCom and other risky firms by billions of dollars—before the technology market tanked; Dimon's leadership was prescient. Effective May 2004 Dimon's former employer Citigroup agreed to pay $2.65 billion to settle a lawsuit brought by WorldCom investors, opening an expensive new chapter in the company's efforts to clean up after various corporate scandals.
      
      Dimon judiciously turned down several possible deals. Household International, the struggling consumer-finance company based in the Chicago area, went up for sale in 2002. Dimon was more than familiar with the firm's core business: like Commercial Credit, the outfit he had developed with Weill, Household offered loans to consumers with poor credit. But Dimon passed; Household was later sold to HSBC. Dimon told London's Financial Times, "I don't think we are ready to take on whole other business lines" (March 28, 2003).
      
      A Career-Boosting Merger
      
      In January 2004 Dimon negotiated a deal to merge Bank One and J. P. Morgan Chase & Company of New York. Both banks needed each other in order to truly compete globally—and especially to keep up with Citigroup, the world's largest financial-services firm in 2003 with more than $100 billion in revenues. The merged entity would be headquartered in New York but would base certain retail operations in offices in Chicago.
      
      J. P. Morgan Chase described the transaction as a merger of equals; it had acquired Bank One for about $58 billion in stock, forming the second-biggest U.S. bank, with loans and assets of $1.1 trillion. Following the merger both of the companies' U.S. consumer and commercial banking businesses would operate under the Chase brand. The transaction combined Bank One's strength in consumer financial services with J. P. Morgan's formidable hold on the corporate-banking market. The combined network of branch banks comprised 2,300 outlets—three times as many as were run by Citigroup. Thomas Brown, the independent analyst with Bankstocks.com, said in Fortune, "Their strengths and weaknesses match up almost perfectly" (February 9, 2004).
      
      When asked if he was bothered by the fact that the new entity would have no retail brokerage network—a hallmark of Weill's various companies dating back to the 1960s—Dimon's response, as reported by the New York Times, was telling: "My dad is still a stockbroker; but we have to get this done and then dream about the next thing" (January 18, 2004).
      
      Under the agreed-upon terms at the new J. P. Morgan, Dimon would succeed William Harrison as CEO in 2006—until that time he would remain president and chief operating officer, and the board would evenly comprise Bank One and J. P. Morgan directors. While the advantages to both Bank One and Dimon were evident, Dimon recalled feeling extremely anxious about making the deal official. He said in Fortune, "It's terrifying. Do you push the button or not? But if you don't and this opportunity is gone when you want it later, you've made a horrible mistake. So I pushed the button" (February 9, 2004).
      
      Management Style Matters
      
      The J. P. Morgan deal provided Dimon with the career opportunity of a lifetime and the chance to directly challenge his one-time mentor. Whether or not he would excel in his new position was said to be largely dependent on his ability to keep his hallmark intrusiveness in check. At Bank One, Dimon spent half of each day drilling employees from the top of the management chart on down about the tiniest details of the business. He disliked being caught off guard and went to incredible lengths to amass and digest huge amounts of information. Linda Bammann, Bank One's chief risk officer, noted in Fortune, "God help you if you go on vacation. He'll meet with your people and start changing things" (February 9, 2004).
      
      In early 2004 Dimon claimed that he would take a more laid-back approach in the future at J. P. Morgan. Fortune quoted him as saying, "After the merger I won't say, 'I want A, B, or C.' I will try it their way. I'll put out ideas and let them work it" (February 9, 2004).
      
      Sources for Further Information "Bank One Hopes Kid Wonder's Game Plan Works," Journal and Courier (Lafayette, Ind.), April 3, 2000.
      
      Day, Kathleen, and Ianthe Jeanne Dugan, "Clash of Corporate Cultures Shakes Citigroup Management," Washington Post, November 3, 1998.
      
      Kurson, Ken, "Jamie Dimon Wants Respect," Money, February 2002, p. 46.
      
      Silverman, Gary, "I Am Not Restless in Chicago," Financial Times (London), March 28, 2003, p. 15.
      
      Spiro, Leah Nathans, "Whiz Kid," BusinessWeek, October 21, 1996, p. 96.
      
      Thomas, Landon, Jr., "Dimon's Bank Deal: Big, but Maybe Not His Last," New York Times, January 18, 2004.
      
      Truell, Peter, "Becoming His Own Man," New York Times, July 13, 1995.
      
      Tully, Shawn, "The Deal Maker and the Dynamo," Fortune, February 9, 2004, p. 76.
      
  •       Did not know Sandy Weil was from Brooklyn, and he has an Eastern Europe Jew ancestor. Due to my limited knowledge, Sandy has been too splendid under the crown of being the Chairman, and the CEO of Citigroup and all his great achievements. But, when we pull over the old paper, Sandy is someone else.
      
      The book spent a great chunk on Sandy’s early days, as a young professional managing his own company on the Street, as an ambitious entrepreneur consolidating other companies, which in many cases, a bigger one compare what he was controlling.
      
      Sandy has never been a perfect person in many aspects. But he is real, at least under Monica’s description. From this book, you see a real and complete Sandy. He is tough, smart, attractive in certain aspect, and fat.
  •     书中的几起几落非常精彩,就像一个时代的缩影,又像一个企业的缩影
  •     他手下很多人都是被他开走的,这就说明了他虽然慧眼识人,但当下属成长到足以威胁(甚至只是nearly)威胁到他自身的地位时,他会不顾以往情面,毫不犹豫的将对方扫地出门。一将功成万骨枯,去年出版的他曾经最得意的门生杰米戴蒙的传记里就有提到,虽然戴蒙日后的成就几乎赶上了师傅,但他对当年被威尔赶出花旗的经历至今没有释怀。
  •     某个著名的管理大师曾提到,一个无法选择优秀接班人的CEO不是一个优秀的领导者,sandy weill不幸就是这一类CEO,尽管他已经N次在公开场合表示后悔赶走Dimon,但我实在无法理解他干嘛不亲自道歉?花旗现在的境况可谓每况愈下,谁做他的CEO日子都不好过
  •     ur remark on buk makes me want 2 c it
  •     You will not being disappointed.
  •     i just want 2 make aquintance with de financial market. hav u got some advices on buklists for me?
  •     ur commet just like american native.
  •     传奇人物的传记,应该不是正版
  •     华尔街的金融争夺,了解下华尔街那帮人都干了些啥
  •     很实用的一本书,配送也快
  •     很简洁:办一件事通常得有两个理由——一个好理由和一个真理由。 ,可以一看
  •     还没看这本,专业书
  •     re*****,这是我对经济阅读的起步——
  •     看的有点悬。但是书还是不错的!,包装挺严密
  •     但很喜欢这样很速度的买书和期待书到的感觉。还有就是送货很快。一定好好看看这本书。,出卖民族利益。从这本书里我们体会到了。
  •     还赠送洛克菲勒的信,比股票作手回忆录差远了
  •     中国一定要有所行动啊。,可以通过故事了解一些金融的事情
  •     很不错的书。,非常经典的一本书
  •     贪婪总是令人畏惧的。,补充了很多资本市场的知识和认识
  •     推荐,华尔街系列的书有好多都是抄来抄去
  •     做收购,“投资就像做爱。。。”
  •     内容丰富真实,很有兴趣
  •     支持中信出版,很好地书
  •     里面的内容不太好懂,华尔街的金融史一目了然
  •     堪称生意圣经,值得收藏。
  •     比什么阴谋论强,然后再买的。。
  •     值得读一读的。,我们换一个角度阅读值得