Entity Dossier
entity

Lehman

Strategic Concepts & Mechanics

Strategic PatternProfitable Service Over Growth for Growth
Operating PrincipleIncorporating Problem Causers Into Solutions
Capital StrategyMoral Obligation Bond Innovation
Strategic PatternBear Hug Takeover Strategy
Signature MoveRelationship Banking Over Transaction Focus
Signature MoveGovernment Partnership During Business Crisis
Signature MoveTheater in High-Stakes Negotiations
Decision FrameworkSquare Pegs Into Round Holes
Signature MoveCrisis Action Before Complete Data
Operating PrinciplePivot Only With Clean Breaks
Signature MoveGut Instinct As Greenlight
Signature MoveRadical Focus After Overreach
Identity & CultureStakeholder Alignment Through Personal Skin
Cornerstone MoveCopy-Paste Playbook Transplants
Cornerstone MoveLeverage-to-Ownership Flywheel
Decision FrameworkSweaty Palms as Danger Signal
Identity & CultureCompetition as Survival Doctrine
Strategic PatternOpportunity in Macro Disarray
Competitive AdvantageBrand as Rebellion Weapon
Signature MoveStealth Launches And Submarine Strategy
Strategic PatternStealth Before Scale
Signature MovePersonal Guarantees—High-Stakes Commitment
Signature MoveDeal Junkie Portfolio Cycling
Cornerstone MoveCrisis Entry, Post-Collapse Creation
Relationship LeverageTrusted Core Teams Across Borders
Operating PrincipleCuriosity as Growth Compass

Primary Evidence

"Bundles of mortgage-based financial derivatives, the speculative instruments that brought down Lehman, are the stepchildren of junk bonds."

Source:Dealings

"Following the events after the Lehman crash, at first I had the classic feelings of trauma: shock at the realisation of what was going on and adrenalin rushes to sell, meet pressures here and run around putting out fires there. Then there was an enormous amount of anger: with the politicians, with the people who worked with me, with the bankers and most of all with myself. You could call it gutless arrogance and rage. There were external and internal accusations. How the hell did this happen? Why didn’t I see the signs and take avoiding action? Why did I hire so and so or fire a particular executive? I asked all these questions and more with increasing bitterness. Then I got to the final phase of sadness. It’s just really sad and you start to lack the will to do much about it. I’m a fighter and I went every day to fight during the crisis. But I could feel my energy sapping and a voice in my head asking: ‘What’s it all for?’"

Source:Billions to Bust – And Beyond

Appears In Volumes