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Visit Michael Critelli, the chief executive of Pitney Bowes, in his office and ,you'll learn a lot about the man and the company. For starters, Pitney's six-story headquarters in Stamford, […]

Johnson & Johnson has a clear management challenge. The 117-year-old company consists of more than 200 distinct operating units, most led by a president or managing director. That gives each [...]

On a brisk Wednesday morning in mid-March, six men and one woman assemble in a nondescript room in a suburban office park in Norwalk, Conn., 40 miles from New York […]

The year is still young, but already it's shaping up as another brutal one for CEOs. Management gurus may opine on the possible causes of so many corporate melt-downs, but […]

This article reports on the efforts of brokerage firm Merrill Lynch to remain a leader in the industry amidst the rise of Internet usage in the U.S. The brokerage firm is feeling the pressure of the Internet's challenge in pairing its buyers and sellers. Online equity trading by individuals has jumped from 20 percent at yearend 2000. Its strategies to overcome this challenge are as follows: 1. Attract more customers with online services; 2. Integrate online services into existing model; 3. Translate experience and knowledge of employees into online content; 4. Rethink every business, from research to asset management.

Examines the challenges faced by John S. Reed and Sanford I. Weill, co-chief executive officers (CEO) of the bank, Citigroup Inc., which resulted from the merger between Citigroup and Travelers Corp. Reasons why it is generally not ideal to have two persons occupying the top post in any business; Financial performance of the company under Reed and Weill's leadership; Potential ramifications of the alleged growing discord between Reed and Weill on Citigroup; Specific goals and innovation plans of each CEO; Difference between Reed and Weill's corporate leadership styles. INSETS: How Reed thinks Citigroup is doing;Weill: `I have no problem being a parnter with John';Reed: `The culture will take care of itself'.

The article raises questions about the conduct of former Pru-Bache Securities Inc. executive George Ball. Pru-Bache and its parent company Prudential Insurance Co. of America face legal troubles that could drag down their finances, and images, for years to come. Investors already have named Pru-Bache in over 100 lawsuits claiming more than $2 billion in damages, according to plaintiffs' attorneys. Even a group of former Pru-Bache brokers is preparing a lawsuit alleging they were damaged by the way the firm administered and marketed its limited partnerships. INSETS: ALLEGATIONS INVOLVING JAMES J. DARR;ALLEGATIONS INVOLVING PRU-BACHE AND PRUDENTIAL;A SCORECARD ON SOME PRU-BACHE LIMITED PARTNERSHIP OFFERINGS.

The article reports on the sudden resignation of Jon S. Corzine as chief executive officer of investment bank Goldman, Sachs & Co. Insiders and competitors speculate that Corzine was forced aside by a troika of senior bankers: Henry M. Paulson Jr., John L. Thornton and John A. Thain. The move of the firm towards an initial public offering brought to the fore conflicts, such as those between the trading and investment banking divisions. Corzine is a trader while the three wanted to put as much of an investment banking face on the firm as possible. INSETS: Goldman's `Dealmaker Supreme', by Stanley Reed & Joyce Barnathan;How Much Is Goldman Worth? Maybe Less Than You Think.