Faced in 1992, CIBC CEO Al Flood had bought the short-term operational challenge of saving Wood Gundy, the troubled investment bank CIBC five years earlier. At the same time he had to deal with the long-term strategic challenge of integrating Gundy Investment banking functions with established and successful company CIBC banking organization.

Faced in 1992, CIBC CEO Al Flood had bought the short-term operational challenge of saving Wood Gundy, the troubled investment bank CIBC five years earlier. At the same time he had to deal with the long-term strategic challenge of integrating Gundy Investment banking functions with established and successful company CIBC banking organization.
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from
Joseph L. Bower,
Michael E. Raynor
Source: Harvard Business School
13 pages.
Release Date: 1 October 1999. Prod #: 300041-PDF-ENG
CIBC Corporate and Investment Banking (A) – 1987-1992 HBR case solution