[Continued from “A” and “B” cases.] Less than a month after the completion of the merger between The Bank of New York and Mellon Financial, Manager at the two companies realized that the plans for combining their asset servicing companies – and the realization of $ 180 million of annual cost savings that it had promised Wall Street – were associated with risk. Executives need to assess the severity of the risks and identify alternative ways of integrating the two companies while maintaining the technological … Read more »

[Continued from “A” and “B” cases.] Less than a month after the completion of the merger between The Bank of New York and Mellon Financial, Manager at the two companies realized that the plans for combining their asset servicing companies – and the realization of $ 180 million of annual cost savings that it had promised Wall Street – were associated with risk. Executives need to assess the severity of the risks and identify alternative ways of integrating the two companies while maintaining the technologies, processes and clearly a significant proportion of the world’s financial transactions.
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Ryan D. Taliaferro,
Clayton Rose,
David Lane
Source: Harvard Business School
3 pages.
Publication Date: Oct 27, 2009. Prod #: 210028-PDF-ENG
Merger of equals: Integration of Mellon Financial and The Bank of New York (C) HBR case solution

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