themselves, and their Defence against a common Enemy.
As Weill and Dimon were building Citi, J.P. Morgan Chase (JPM) was being cobbled together in its own series of mega-mergers: The old Chemical Bank bought Texas Commerce in 1987, then gobbled up Manufacturers Hanover in 1991, Chase in 1996, and J.P. Morgan in 2000. But unlike at Citi, there was no sustained effort to merge operations or substantially cut costs, and shareholders suffered. William Harrison, who became CEO in 1999, eventually zeroed in on Dimon as the solution. In 2004 he agreed to buy Bank One. After becoming Bank One’s CEO in 2000, Dimon had turned the sickly operation around by combining a crazy quilt of computer systems and imposing strict guidelines on a haphazard set of credit standards, almost doubling the market cap, to $58 billion.
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