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China’s $1.7 trillion hangover

China’s $1.7 trillion hangover

Up to 40% of China’s $1.7 trillion LGFV loans are at high risk of default. What’s a panicking Beijing to do?

July 2006

Stan O’Neal interview: “It’s powerful if you have an organization on the same page”

What lessons did Stan O’Neal learn from the restructuring of Merrill Lynch at the turn of the decade? What are Merrill’s plans in mortgages, private equity and asset management? And what continues to drive Merrill’s CEO forward? O’Neal reveals all to Clive Horwood in his first in-depth interview since becoming the firm’s chairman and CEO.


Stan O’Neal’s legacy to Merrill Lynch

How Stan O’Neal transformed Merrill Lynch

The O’Neal era Merrill ethic
How O’Neal went from the production line to the front line of investment banking 

Merrill Lynch has changed dramatically from the firm it was in the 1990s to the one it is today. How would you define Merrill in 2006?

You have to look at the sweep of the history of the firm. We started out as a retail firm only, and only in the last 20 years or so have we really built an institutional business. Some aspects of it have been consistent over the entire two decades, such as the openness and the ability to integrate lots of different talents even at very senior levels, both from internal promotions and hires from other firms.

The other thing is the variety of...


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