Greed and Glory on Wall Street

Greed and Glory on Wall Street: The Fall of the House of Lehman” was published in 1987. Obviously the author would have a lot of new material in the past 24-hours (and in the coming weeks and months) for an updated revision! But looking back two decades we find that on the forty-second page author Ken Auletta wrote (some emphasis added):

strategy"; (2) "a fragmented and undisciplined approach to running its business"; (3) "a portion of the partnership whose ability, training, and/or work habits are inconsistent with the competitive demands of the marketplace and with Lehman's present business"; (4) "too small a professional staff relative to the number of clients to be serviced and transactions to be processed"; (5) "a bond distribution system which is in chaos and an equity distribution system which is experiencing declining market share"; (6) "recent management changes throughout the organization"; (7) "high overhead relative to current revenue levels"; (8) "comparatively limited capital." The authors warned that "in our judgment the long-term future of this firm is uncertain."

"The firm must face up to the fact that the ability, training, and/or work habits of a substantial number of partners (totaling perhaps 10 to 15 throughout the Firm) are inconsistent with the competitive demands of the marketplace and with that expected of Lehman partners," the authors concluded. "These individuals should be phased out according to some specific plan. The single most important conclusion of this study is that the quality of the partnership is the key to our present problems and to our ability to be successful in the future [their italics]."

Peterson was determined to phase out some partners and to reinvigorate the forty-four man partnership with new blood. But he was sensitive to how fragile the partnership was, and he moved slowly. It wasn't until September 1976 that he replaced seven senior members of the board, reducing the average age of the board from fifty-six to forty-seven years. After his friend Warren Hellman left in 1977 to start his own venture capital firm, Peterson left the presidency vacant.

To address the composition of the partnership required Peterson to confront a strategic question: What kind of investment bank did Lehman wish to be? With remarkable prescience, the internal report had sketched how investment banking had changed, and was likely to change further: "As the nation industrialized, financing was the most important element of corporate life, since shortages of goods created demand which eliminated marketing as the key feature. Few of the inventory-entrepreneur class understood how to raise capital; they had limited contacts with financial institutions and knew of only the handful of investment banking firms whom they could solicit to assist them in the critical function of raising capital... Personal contacts, imaginations, salesmanship and an entreprenurial orienta[tion]

More information about “Greed and Glory on Wall Street: The Fall of the House of Lehman” (and the book itself) is available from:

• Barnes & Noble
• Amazon.com
• Powell's Books

(Warner Books, March 1987. Paperback, 292 pages. ISBN: 0446384062; EAN: 9780446384063.)

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