ABSTRACT
I knocked gingerly at the door of a small office cluttered with computer equipment, cell phones, fax machines, and so forth. The young managing director I was about to interview concerning our human resource initiatives was screaming at a colleague in Europe through the speaker phone about the sad state of affairs in the 150 newly merged organization. He didn't know how he could go on doing global investment banking deals with organizational conditions as they currently existed. He closed the call with an epithet to senior leadership about how well the integration was going: “Bull!” He said the only thing senior leadership had integrated was office space, and it had done a poor job at that. Where were the global teams to serve global clients, where were the right people for the right teams, and where were the new prospects for deals to come from?
