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Prophecy: Prediction, Power, and the Fight for the Future, from Ancient Oracles to AI

by Carissa Véliz  · 21 Apr 2026  · 503pp  · 129,255 words

the Expulsion of Jews from West Prussia, 1772–1786.” German History 39, no. 3 (2021): 335–57. Dalrymple, William. “The East India Company: The Original Corporate Raiders.” Guardian, March 4, 2015. Daniel, Caroline, and Maija Palmer. “Google’s Goal: To Organise Your Daily Life.” Financial Times, May 22, 2007. Dann, Elijah G

King of Capital: The Remarkable Rise, Fall, and Rise Again of Steve Schwarzman and Blackstone

by David Carey  · 7 Feb 2012  · 421pp  · 128,094 words

dogged the buyout business since the 1980s resurfaced. In part it was guilt by association. The industry had come of age in the heyday of corporate raiders, saber-rattling financiers who launched hostile takeover bids and worked to overthrow managements. Buyout firms rarely made hostile bids, preferring to strike deals with management

to finance takeovers, would soon provide undreamed-of amounts of new debt for buyout firms. Drexel’s ability to sell junk bonds also sustained the corporate raiders, a rowdy new cast of takeover artists whose bullying tactics shook loose subsidiaries and frequently drove whole companies into the arms of buyout firms. Over

horde that emerged on the corporate scene. The corporate establishment and a skeptical press coined a string of equally unflattering names for the new intruders: corporate raiders, buccaneers, bust-up artists, and, most famously, barbarians. Like wolves, the raiders stalked stumbling or poorly run public companies that had fallen behind the herd

Peltz were still plying their trade into the second decade of the twenty-first century.) While buyout firms typically enlisted management in their bids, the corporate raiders’ instrument of choice was the uninvited, or hostile, tender offer, a takeover bid that went over the heads of management and appealed directly to shareholders

help craft a takeover offer for Sea-Land Corporation, a shipping company that was seeking a friendly buyer after receiving a hostile bid from a corporate raider. However, when it came time to order a fairness opinion—a paid, written declaration that a deal is fair that carries great weight with investors

, a top official at USX Corporation, the parent of U.S. Steel. USX was battling for its corporate life with Carl Icahn, the much feared corporate raider. In 1986 Icahn had amassed a nearly 10 percent stake in USX and launched an $8 billion hostile takeover bid. U.S. Steel was three

Kravis and Ted Forstmann. Just as Drexel Burnham’s Michael Milken had created the junk-bond market, tapping the public capital markets to finance the corporate raiders and buyout shops of the 1980s, Lee reinvented the bank lending market with his syndicates, which allowed risk to be shared and thereby allowed much

in as a white knight—an ally of management—for a company facing a hostile takeover bid. In April 1989, Japonica Partners, a Drexel-backed corporate raider, launched a hostile offer for CNW Corporation, the railroad’s publicly traded parent, after buying up nearly 9 percent of CNW’s shares in the

the table and on June 6, Japonica dropped out—collecting a nice profit as the shares rose during the bidding. (Illustrating again that in the corporate raider game you can win by losing.) Although the $1.6 billion price was rich—Blackstone was paying eight times cash flow, twice what it had

the CEO and now promised to slash costs and carve up the company. To the man in the street, that was no different from what corporate raiders did. At $31.3 billion, the RJR buyout smashed all records. It was more than three times the size of the next biggest, KKR’s

, it did not even have internal mechanisms to gauge the profitability of its divisions or its investments. In 1986, Herbert and Robert Haft, two sometime corporate raiders whose family had owned the Dart Drug chain, thought they could do a better job running Safeway and began buying up the stock as a

had. Henry Silverman, who steered the HFS deal for Blackstone, was versed in the hotel franchise business from his years working for the financier and corporate raider Saul Steinberg, for whom he had led a successful LBO of the Days Inn of America chain. Steinberg was one of the early raiders, having

banks and, for unsecured junior debt, insurers. Drexel displaced the insurers by acting as a conduit, funneling money from the bond market to growing companies, corporate raiders, and buyout firms. Even before Drexel’s collapse, Jimmy Lee at Chemical had begun to assemble networks of banks to buy parcels of bank loans

Randall Smith, “Wasserstein Dies, Leaves Deal-Making Legacy,” WSJ, Oct. 16, 2009; Andrew Ross Sorkin and Michael J. de la Merced, “Obituary—Bruce Wasserstein, 61, Corporate Raider,” NYT, Oct. 16, 2009. 14 Wasserstein Perella soon won: Paltrow, “Nomura Buys Stake”; Michael Quint, “Yamaichi-Lodestar Deal Another Sign of the Trend,” NYT, July

Tailspin: The People and Forces Behind America's Fifty-Year Fall--And Those Fighting to Reverse It

by Steven Brill  · 28 May 2018  · 519pp  · 155,332 words

had purchased the bulk of the Stevens operations in 1988 had gone through a 2003 bankruptcy stemming from foreign competition. It was then bought by corporate raider Carl Icahn. Most of its manufacturing is now done overseas, and what remains has been highly automated. The industry as a whole shared the same

The Taking of Getty Oil: Pennzoil, Texaco, and the Takeover Battle That Made History

by Steve Coll  · 12 Jun 2017  · 645pp  · 190,680 words

proffered of large, publicly held oil companies such as Getty was persuasive. The domestic oil industry, Pickens said, was already in a state of liquidation; corporate raiders such as himself were only accelerating an inexorable trend. For more than ten years, the largest American oil companies had been unable to replace their

. He was distressed above all because the value gap meant that Getty Oil was a prime takeover target for Pickens or some other like-minded corporate raider. What Petersen appreciated better than Gordon Getty did, however, was that the debate on Wall Street and in corporate boardrooms over the oil industry’s

Getty Oil. In that position, he had certain legal obligations to protect the company’s shareholders. Turning over secret company documents to a competitive, aggressive corporate raider was hardly consistent with those obligations. What Gordon Getty did not realize when he wrote his hopeful, friendly letter to Sid Petersen on December 24

not an open-ended meeting, they said, with a vague agenda. It was a confrontation with Gordon Getty, an attempt to end his dalliances with corporate raiders and royalty trust analysts, all those outside encounters that Winokur described facetiously to Getty Oil executives as “Gordon Getty’s Odyssey of Discovery.” They gathered

career was ending for reasons beyond one’s control: the power of Wall Street, the value gap in the oil industry, the greed of a corporate raider. But it was another thing to feel that everything one cherished—career, power, position, community, the lifelong realization of work and ambition—was slipping away

secret effort by Petersen, Winokur, and Copley to instigate a family lawsuit against Gordon; the negotiations with Pickens; lingering concerns about the Cullens and other corporate raiders; the million-dollar restructuring study undertaken by Goldman, Sachs, now nearing completion; and the continued thinking and tinkering by Gordon at his Broadway mansion, from

for the stock price study. Neither had the board been fully informed about the overtures by Pickens and the contacts by Gordon with other potential corporate raiders. For his part, Gordon continued to act in similar isolation as sole trustee, receiving phone calls and reviewing documents in his basement study, never consulting

despite the personal fortune he had made during its halcyon days. He even drafted legislation and testified before Congress, urging that restrictions be imposed on corporate raiders such as Boone Pickens, Carl Icahn, and Irwin “The Liquidator” Jacobs. Lipton’s critics, and there were plenty of them, decried the hypocrisy of his

so modestly averted, its jaw slack and withdrawn—the face of a small-town high school principal—and suspect its owner was a ruthless, indefatigable corporate raider, a man intensely driven to acquire not only wealth, but to achieve recognition, political power, and sweeping reform of American industry? And yet it was

forward with his plans. Speed was critical; if Getty Oil’s vulnerability was now apparent to Liedtke, then it must also be apparent to other corporate raiders as well. Liedtke’s investment bankers at Lazard Frères advised that a good time to make a surprise hostile takeover announcement was over the Christmas

, Pennzoil v. Texaco had again come to life, and once more the puckish Jamail was at the center of things. Carl Icahn, an enormously successful corporate raider who had gained control of TWA Inc. in a hostile takeover, had decided there was potential for profit in Texaco’s travails. After the stock

Dear Chairman: Boardroom Battles and the Rise of Shareholder Activism

by Jeff Gramm  · 23 Feb 2016  · 384pp  · 103,658 words

Vanderbilt Line 3. Warren Buffett and American Express: The Great Salad Oil Swindle 4. Carl Icahn versus Phillips Petroleum: The Rise and Fall of the Corporate Raiders 5. Ross Perot versus General Motors: The Unmaking of the Modern Corporation 6. Karla Scherer versus R. P. Scherer: A Kingdom in a Capsule 7

General Motors in the 1980s to the well-publicized exploits of today’s fresh-faced hedge fund rabble-rousers. We’ll meet “Proxyteers,” conglomerators, and corporate raiders, and we’ll see how large public companies dealt with them. I’ve chosen eight important interventions from history, featuring original shareholder letters: BENJAMIN GRAHAM

letter to Chairman and CEO William Douce, February 4, 1985 After a brief interlude covering Jim Ling, Harold Simmons, and Saul Steinberg, we enter the corporate raider era to watch Carl Icahn’s Milken-funded frontal assault on hapless Phillips Petroleum. ROSS PEROT AND GENERAL MOTORS Ross Perot letter to Chairman and

investors ruled the markets, in the ’70s they were at its mercy, and in the ’80s they were “shorn like sheep” in the battles between corporate raiders and entrenched managers. But in time, institutional investors would begin to exert themselves. Today they are quietly teaming up with hedge fund activists to keep

you philosophically agree with, but it is the practical result of a corporate governance system based on shareholder-elected boards of directors. Thus, when a corporate raider wins control of Pacific Lumber and clear-cuts thousands of acres of old-growth redwoods, I view this as a regrettable result of unchecked capitalism

come to dominate it. And while most of the Proxyteers faded into obscurity, their tactics would be sharpened and used by later generations of conglomerators, corporate raiders, and hedge fund activists. A CONSTANT DOWNWARD SLOPE Robert Young’s first year as chairman of the New York Central lived up to his hype

open-market share purchases was the hostile tender offer. When the proxy fight gave way to the hostile tender, the Proxyteer was replaced by the corporate raider. 3 Warren Buffett and American Express: The Great Salad Oil Swindle “Let me assure you that the great majority of stockholders (although perhaps not the

growth, which was richly rewarded by Wall Street no matter how it was obtained. The go-go era collapsed quickly, but a new generation of corporate raiders emerged from the ruins. Jim Ling’s 1978 battle with Harold Simmons highlights the hostile raider’s ascendance. “Jimmy Ling the Merger King,” who ran

was brewing in academia based on the curious notion that financial markets are near perfect. It altered the debate on hostile takeovers and helped bring corporate raiders out of the shadows and into the boardrooms of America’s largest companies. The efficient market hypothesis came out of the University of Chicago in

years ahead of its time, but luckily for him he was not yet thirty years old. It wasn’t long until Steinberg and his fellow corporate raiders would have their day. With help from the efficient market hypothesis and the free market movement of the 1970s, raiders were viewed less as a

strong economic growth and Michael Milken’s blank checkbook to fame and riches. 4 Carl Icahn versus Phillips Petroleum: The Rise and Fall of the Corporate Raiders “However, what I strenuously oppose is the Board not allowing the shareholders to receive a fair price for all their shares.” —CARL ICAHN, 1985 ON

offer for control. Phillips was Icahn’s fifteenth target in his seven-year career as a raider, and his note to Douce was a classic corporate raider’s “bear hug letter”—an offer to purchase the company, followed by threats should he be ignored. While Icahn had used the same playbook for

everyone else, these clashes at the top of our largest companies were Hollywood material. Thirty years earlier, nobody really knew what to make of fledgling corporate raiders picking fights with company CEOs. By the 1980s, such men were known as “masters of the universe.” In many ways, the

corporate raiders of the ’80s were not so different from the ’50s Proxyteers. Both groups featured aggressive and motivated young businessmen operating on the fringes of Wall

Street. But while the Proxyteers struck fear into the hearts of CEOs with their ability to harness the discontent of public shareholders, the corporate raiders had something much more powerful at their disposal: ready cash. It came from Michael Milken and the vast market he created for new-issue junk

times over.10 But even in the mid-2000s, when the entire world binged on cheap capital, nobody lined up to buy bonds from unproven corporate raiders angling for a buying spree.11 That’s quite a testament to Milken’s immense power in the 1980s. Whether Milken’s machine at Drexel

good song. When the stock market crashed in 1987, pundits called it the end of an age of debt-fueled excess. They were wrong. The corporate raiders were not dancing on a house of cards. Economic growth in the ’80s was real, the stock market recovered its losses quickly, and the next

the decade. He had an unlikely ascent followed by a crash that almost left him ruined. Yet today he is the best known of the corporate raiders. And, to use the metric that probably matters most to him, he is also the richest. Early in his career, Icahn was dismissed as a

&A, with a very early version of Martin Lipton’s poison pill and the first “highly confident” letter. The drama began when Boone Pickens, a corporate raider who started his career at Phillips Petroleum, made a run at his former employer in late 1984. SURVIVAL OF THE UNFITTEST One of Carl Icahn

the company at $60 per share. Bartlesville was even less welcoming to Pickens the second time around. The town became a symbol of the threat corporate raiders held for small-town America. It was abuzz with residents in “Boone Buster” T-shirts at twenty-four-hour prayer vigils, who believed Pickens would

were rightfully indignant at the wave of greenmail buyouts in the early 1980s. They were proof that all the talk from CEOs, as well as corporate raiders, about working on behalf of shareholders was mere posturing. Self-interest reigns supreme, and CEOs jumped at the opportunity to use company funds to free

liquidating assets and building the company’s cash reserves. He would later invest Bayswater’s cash in his takeover attempts. ICAHN’S CAREER AS a corporate raider was off and running. He viewed his new investment strategy as “a kind of arbitrage.”29 In 1980, he wrote a memo for prospective investors

empire, rattled the junk bond market. Beneath the headline failures, junk default rates were creeping up and would blow open in the 1990–91 recession. Corporate raiders were having a harder time finding compelling bargains, it was more difficult to raise capital to pursue them, and, when they did, the target company

, fewer good targets, sophisticated corporate defenses, regulatory pressure, and slowing economic growth. What was different in the ’80s—what ushered in the era of superstar corporate raiders and then made it disappear forever—were the rise and fall of Michael Milken, and the hard-knocks education of large institutional investors. CORNERS CUT

-a-lifetime opportunity to raid America’s largest corporations. They wisely took advantage of it and never looked back. WE’RE NOT GONNA TAKE IT Corporate raiders in the 1980s were not only blessed with Michael Milken bearing wads of money; they were aided by passive institutional investors who struggled with their

shorn like sheep.”76 He meant it. After Perot, you could no longer count on large institutional shareholders to be pushovers. This helped end the corporate raider era, while encouraging the kind of shareholder activism that dominates markets today. 6 Karla Scherer versus R. P. Scherer: A Kingdom in a Capsule “In

methods turned out to be powerful, driving business headlines and shaking up the executive suites of some of America’s most iconic companies. Even superstar corporate raiders like Carl Icahn and Nelson Peltz would soon join their ranks. Hedge fund is a vestigial term that Fortune magazine’s Carol Loomis used in

as a letter from Drexel Burnham, but it sounded impressive. Chapman attached his bear hug as an exhibit to a 13D filing, much as a corporate raider would have done in the 1980s. The gambit worked. After announcing that the value of its assets had increased to more than $12 per share

up its stock. It used a seemingly rock-solid dividend to seduce income-seeking retail investors into levitating its shares. Taking a page from the corporate raiders’ playbook, Star Gas was also not afraid to leverage itself to the hilt. From its very inception, Star Gas promised investors a healthy dividend of

, and Bill Ackman’s Pershing Square Capital took on the multilevel-marketing great white whale, Herbalife, in a fight-to-the-death cage match. WHEREAS CORPORATE RAIDERS busted through gates with hostile tender offers for control and a supporting army of arbitragers, early hedge fund activism was an exercise in persuasion. The

great return by owning less than 1% of Microsoft, for example, all Microsoft shareholders need to benefit. But just as with the Proxyteers and the corporate raiders, we shouldn’t get suckered into believing everyone who spouts pro-shareholder populism. A good window into activists’ real intentions with regard to other shareholders

wiser voting stockholder. As shareholder activism has become ubiquitous, it looks less and less like a defined movement, as it was in the Proxyteer or corporate raider eras. Instead, it is a fixture in the stock market—it is the reality that when enough shareholders are upset at a board or management

. Young, 146. 26. Brooks, 7 Fat Years, 12. Also see Diana B. Henriques, The White Sharks of Wall Street: Thomas Mellon Evans and the Original Corporate Raiders (New York: Scribner, 2000), 133. 27. Karr, Fight for Control, 15. 28. Ibid., 32. 29. Borkin, Robert R. Young, 151, citing New York Times, February

Bullish 60s (New York: Wiley, 1999), 238. 54. Ibid. 55. Ibid., 258–59. 4: CARL ICAHN VERSUS PHILLIPS PETROLEUM: THE RISE AND FALL OF THE CORPORATE RAIDERS 1. Mark Stevens, King Icahn: The Biography of a Renegade Capitalist (New York: Dutton, 1993), 133. 2. Ibid., 134. 3. Ibid., 150. 4. Ibid., 150

of, 72–73 Apple and, xvi, 72, 164 arbitrage and, 77–78, 93, 123, 192 childhood and youth of, 76–77 corporate governance philosophy, 79 corporate raider career beginnings, 78 on director independence, 142 greenmail and, 72, 74, 79, 92, 93–94 hedge fund activism and, 148, 168 investment strategy of, 78

Den of Thieves

by James B. Stewart  · 14 Oct 1991  · 706pp  · 206,202 words

Pletscher, banker Cast of Characters U At Merrill Lynch & Co., New York Stephen Hammerman, general counsel Richard Drew, vice president, compliance Major investors Carl Icahn, corporate raider and future chairman of TWA John Mulheren, head of Jamie Securities Henry Kravis, principal, Kohlberg Kravis Roberts Inc. At Wachtell, Lipton, Rosen & Katz, New York

that he had big ambitions: he planned to earn from $10 million to $20 million fast, then set up his own operation, maybe as a corporate raider. Then he, Levine, would have the lawyers and investment bankers like himself and Reich working for him. "How are you going to make that kind

payments or "asset value" in the event of a breakup of a company, became the bywords of valuation, replacing the quaint, dated notion of earnings. Corporate raiders began to emerge, realizing that just about anybody could buy a company, slash expenses or break oflF pieces ruthlessly, and then unload the assets at

true cost of Milken's backing. Another "winner" in Milken's camp was the eccentric Miami financier, Victor Posner, one of the country's original corporate raiders. Nothing about him or his tactics did anything to burnish the raider image. He had a reputation for acquiring a controlling stake in a company

envisioned hobnobbing with Sir James Goldsmith and Ronald Perelman, a prelude to the day when Levine himself would step onto the stage as a major corporate raider. Hadley Lockwood did a custom resume for Levine specifically targeted at Drexel. It was almost a parody of the emerging values of the times: "Dennis

's old nemesis, the company that, by abruptly pulling out of the Cities Service deal, had nearly ruined him. Texas oilman T. Boone Pickens, the corporate raider and Drexel client, had disclosed a large stake in Gulf in September, about the time Boesky received his first Getty tip. Eventually, with Drexel's

did almost daily, and mentioned that he liked the stock of Walt Disney Co., adding that he owned a position for his own trading account. Corporate raider Saul Steinberg had taken a large position in Disney stock, and there had been speculation in the arbitrage community that Steinberg would make a bid

to do what you do, Marty." Then Freeman brazenly crossed the line of inside information. He explained that a close friend of his, a sometime corporate raider named David Mur-dock, was being lined up by Goldman as a white knight for Continental. Freeman spelled out details of the Murdock plan, and

, fearful that too enthusiastic an endorsement of Siegel could damage his own reputation. Another member had been roundly criticized for bringing up the name of corporate raider Ronald Perelman, who, it went without saying, was rejected out of hand. Now Gordon himself was beginning to share the doubts of others. After the

far more lucrative scale. At the time Freeman mentioned Coniston to Siegel, it was all but unknown and had little credibility as a would-be corporate raider. Freeman, however, vouched for them and said they were a force worth watching. Even now. Freeman told Siegel, Coniston was building up a large position

: Michael Milken, the junk-bond king; Martin Siegel, Drexel's star investment banker; Boyd Jeflf-eries, the prominent West Coast broker; and Carl Icahn, the corporate raider. He could have listed even more, but Pitt always liked to promise slightly less than he would ultimately deliver, ensuring that the government wouldn't

chairman of Primerica, which he reshaped into a financial services concern which owns Smith Barney, the brokerage firm. Irwin Jacobs is a corporate raider based in Minneapolis. The Hafts became corporate raiders, launching an unsuccessful bid for Safeway Stores. The Pritzker family owns Hyatt Hotels Corporation and invests in numerous other ventures. page 104

King Icahn: The Biography of a Renegade Capitalist

by Mark Stevens  · 31 May 1993  · 414pp  · 108,413 words

figure I’d seen on television walk across the village green of my hometown of Bedford, New York. My mind raced. “Is that the feared corporate raider dressed in faded tennis shorts and a wrinkled top walking into the village wine shop? Is it just a look alike? If it’s Icahn

W. R. Tappan, Icahn “seemed pleased that we took the time to talk to them about the company.” Icahn had yet to become a feared corporate raider, and the Blasius memo speaks volumes about corporate management’s naiveté concerning his intentions. Carl Icahn “pleased” that executives of a company in which he

that situation.” On every front, Icahn vs. Dan River was a clash of cultures, of geography, of insiders and outsiders, of company men and a corporate raider. But most of all, it was a clash between two individuals: one who wanted to keep control over a public corporation and one who wanted

that was quoted to him. Internally, Icahn was regarded as a difficult client; at the same time he was respected as the smartest of the corporate raiders, virtually all of whom had links to Drexel. “I knew all the raiders of the era,” said a former senior Drexel executive. “Boone Pickens, Jimmy

the real value in the mid-to low-$40s. Once again the management of a major American corporation had acted to protect itself from a corporate raider. As the price of his deal, Pickens signed a standstill agreeing to keep his distance from Phillips for fifteen years. But if the CEO and

the other end of the spectrum. In a speech, “The Pirates of Profitability,” Phillips Executive Vice President C. M. Kittrell attacked Icahn and his fellow corporate raiders for raping the shareholders. “Mr. Pickens and Mr. Icahn claim they reaped a windfall for Phillips shareholders. And to some degree that’s true. In

? “In Phillips’ case, we will not know the answer to these questions for many years, if ever. “But there’s one thing we know today; corporate raiders who say they represent shareholders . . . represent them, not by proxy but by piracy and they do so at great risk to everyone but themselves. “As

“the traveling public and the U.S. international aviation interests. This concern is based at least in part on the reputation of the so-called corporate raiders such as Mr. Icahn. They have the reputation for buying up the shares of an undervalued company and then milking or selling off the assets

was in their best interests was never mentioned. Instead, Meyer shifted attention from management’s intransigence by citing the popular notions about the evils of corporate raiders. “... Last month’s American Lawyer published an Icahn memo on his tactics, none of which concerned management of a target and quoted ‘his enemies and

this came as a rude awakening to a man who had run off a string of successes in the options business and subsequently as a corporate raider. When he acquired TWA, he assumed that those successes would continue. “When Carl took over, he was very cocky,” said Edward Gehrlein, TWA’s former

opportunity to lambast Icahn, expressing the pent-up hostility millions were experiencing as the biggest names in American industry were being ransacked by greenmailers and corporate raiders. This was the flip side of the Roaring Eighties—the wide gulf between the elite who were accumulating wealth and the majority who were losing

over U.S. Air, Icahn might be able to prevent or delay government approval of the Piedmont/U.S. Air merger. And as an experienced corporate raider, Icahn knew full well the devastating effect that a failed takeover attempt would have on a company. On the other hand, if Icahn is successful

an act of desperation by the defendant Icahn to ‘extricate’ himself from his TWA investment and to permit him to reemerge as American’s preeminent ‘corporate raider.’” In another suit, the IAM went to the crux of the issue, charging that “TWA is already highly-leveraged as a result of its takeover

was “beneath” the CEO to do so and in part because it would be viewed as a sign of weakness by Icahn and his fellow corporate raiders. By the time Corry came to power, Icahn’s plan for restructuring USX had evolved as a proposal to divide the company in two by

route to a Manhattan theater, Icahn was stricken with fear. Could everything he had worked for be taken from him? Could the widespread resentment of corporate raiders finally be coming home to roost? It seemed as if the establishment he had thumbed his nose at for so long had risen up to

The Last Tycoons: The Secret History of Lazard Frères & Co.

by William D. Cohan  · 25 Dec 2015  · 1,009pp  · 329,520 words

run of increasing profitability, just as the M&A market exploded in a rare confluence of large strategic mergers and the emergence of well-financed corporate raiders and buyout shops. Nineteen eighty-one was also the year that Felix and Lazard were able to--finally and quietly--put the ITT scandal behind

at ITT. While far from the biggest deal, at a mere $1.83 billion, the Perelman-Revlon fight seemed to have it all: an upstart corporate raider, using money borrowed with the help of Michael Milken, trying to buy one of the world's best-known consumer brands, versus a proud corporate

Felix directed the firm professionally, too. Felix, of course, was a leading critic of the Wall Street fads of junk bonds, bridge loans, and advising corporate raiders, a source of huge but unsustainable profits at places like First Boston and Drexel Burnham in the 1980s. Michel defended Felix and the firm's

that, within four years, added yet another dimension to his growing legend. In this regard, he was taking after Sir James Goldsmith, the famed British corporate raider, who was Stern's distant cousin. In partnership with Goldsmith, Stern bought a number of hotel properties in Vietnam. Accounts vary as to just how

as "rather like the Rome city council slapping a demolition order on the Vatican." Bollore was--and remains--the French equivalent of a 1980s-style corporate raider, but unlike most raiders, he also controls his own corporate empire. The indirect investment in Lazard was but one of several Bernheim had recommended Bollore

sources--banks, insurance companies, and the public-equity markets--but also Milken pioneered the use of these securities to finance the huge financial ambitions of corporate raiders, like Carl Icahn and T. Boone Pickens, and of LBO firms, such as Kohlberg Kravis Roberts. Before long, the unknown firm of Drexel Lambert was

brought him plenty of notoriety and, not for the first time, a seat at the table opposite Felix. Bruce agreed to advise Ron Perelman, the corporate raider, on his attempt in 1987 to buy Salomon Inc., the parent company of Salomon Brothers, the large Wall Street investment bank focused primarily on bond

BEGRUDGING ACCOLADES for Bruce keep coming despite the valid criticism he received in some circles for agreeing to represent, in late November 2005, the billionaire corporate raider Carl Icahn and a group of dissident Time Warner shareholders--who together owned some 3.3 percent of the company--in their very public battle

the same form in Felix G. Rohatyn, Twenty-Year Century (New York: Random House, 1984), p. 36. "For the handful of men": Leslie Wayne, "The Corporate Raiders," NYT, July 18, 1982. "These fees don't come from widows and orphans": Ibid. "The level of fees is so different": Ibid. "There's a

The System: Who Rigged It, How We Fix It

by Robert B. Reich  · 24 Mar 2020  · 154pp  · 47,880 words

Israeli Army, likened dealing with Icahn to negotiating with terrorists. Also like Trump, Icahn came to prominence in the roaring 1980s. As America’s preeminent corporate raider, he was part of the inspiration for the character Gordon Gekko in the 1987 film Wall Street. When Oliver Stone was researching the film, he

already deep in the red. Icahn bailed out Trump by purchasing its outstanding bonds at a steep discount. It’s no surprise that the ruthless corporate raider and ruthless real-estate developer were attracted to one another. Within days of his election, Trump asked Icahn to help him staff major government agencies

men on earth.” Greedy or not, Icahn ushered in a systemic change in the American corporation that continues to this day. As Icahn and other corporate raiders made fortunes, CEOs began to devote themselves entirely and obsessively to maximizing the short-term values of their shares of stock in order to prevent

a takeover. Before Icahn and the corporate raiders, it was assumed that large corporations had responsibilities to all their stakeholders, not just their shareholders. “The job of management,” proclaimed Frank Abrams, chair of

should not put stockholders first. They should “balance the interests of the stockholder, the community, the customer, and the employee.” Over the past forty years, corporate raiders have morphed into more respectable-sounding “shareholder activists” and “private equity managers” who take over “underperforming” companies. Outright hostile takeovers have become rare, but that

visibility of specific legal or regulatory changes that count but their consequences for how the system functions. Ronald Reagan’s administration looked favorably on the corporate raiders. Although the raiders’ tactics might easily have been seen to violate the Securities Acts of 1933 and 1934 because of their reliance on risky loans

Steven Greenhouse has observed, “In no other industrial nation do employers fight so hard to defeat, indeed quash, labor unions.” The pressure has come from corporate raiders and their more recent incarnations, private equity and hedge fund managers, demanding ever higher profits. Institutional investors (the managers of mutual funds, insurance funds, pension

How Money Became Dangerous

by Christopher Varelas  · 15 Oct 2019  · 477pp  · 144,329 words

important catalyst for moving me toward a career in the financial services industry. That morning, some portentous and confusing news appeared in the papers. A corporate raider named Saul Steinberg was targeting Walt Disney Productions in a hostile takeover. None of us knew what it meant, as we had never heard the

terms “corporate raider” and “hostile takeover” before—the same was true for most Americans—yet I was fascinated by the news and gleaned what I could from the

and our childhoods. There were new things brewing on Wall Street in the mid-1980s, entire markets that were born seemingly overnight. Hostile takeovers and corporate raiders were about to have their decade in the spotlight. No one could have predicted the massive shift in public awareness and opinion, as well as

history. And when companies stop innovating—no matter who they are—they become weak, which is often reflected in a falling share price. Enter the corporate raiders. Saul Steinberg, in the spring of 1984, sat in his Manhattan office with the declining fortunes of Disney spread out before him. In April and

, with his own team making a quick profit of more than $50 million. The public and press were outraged and vilified the greed of the corporate raiders. Yet hostile takeovers, which were becoming an increasingly common acquisition tactic, often worked this way. Steinberg, through his ability to gather support to pose a

capital from the new market he created grew so deep and his connections so vast that he developed the ability to rapidly assemble armies of corporate raiders who could target any struggling company, no matter the size, backed by his junk bond war chest. That was how Saul Steinberg got the firepower

followers flocked to him, as Milken became the financial prophet that drove Drexel’s revenue, culture, and operations. In the emergence of hostile takeovers and corporate raiders to the forefront of the American business landscape, Milken was the messiah. After his early success, he informed his bosses at Drexel Burnham Lambert that

story described an annual four-day conference that Milken and his boys would throw in Beverly Hills, inviting 1,500 of their top clients—investors, corporate raiders, and CEOs. The conference—named the Predators’ Ball by Milken and his partners—included presentations, extravagant dinners, performances by the likes of Frank Sinatra and

Lambert became an ink smudge in the history books. * * * Gradually, almost imperceptibly, I started coming around to agreeing with my classmates about the value of corporate raiders and hostile takeovers. That shift of belief concerned me. Was I simply being reprogrammed by Wharton, this expensive country club for Wall Street disciples? Was

for his role. It also illuminated a massive shift in American culture and consciousness. That an Oscar would be awarded for the portrayal of a corporate raider would have been unimaginable only a few years prior, as most Americans still didn’t know the ins and outs of the financial industry. Our

his audience would get it; they would be right there with him. In the enduring favorite Pretty Woman (1990), Richard Gere portrays Edward Lewis, a corporate raider who comes to Los Angeles to execute a hostile takeover of a struggling shipping company. While in town, he meets Vivian, a prostitute with a

through with his takeover—to be stupidly romantic and unrealistic. “So Gere’s character,” Bruce said, pulling his old BMW into traffic, “he’s a corporate raider. Is that what you’re gonna be, Chris?” “No,” I said. “I would either be on the financing side, representing a guy like Gere’s

. “Working Girl is about M&A, mergers and acquisitions, which is what I’m gonna do, while Wall Street is about sales and trading and corporate raiders.” As is often the case, Hollywood movies probably did more than anything else to formulate public perception and disseminate a limited understanding of the financial

Woman, and this was only a handful of years after the Saul Steinberg attack. It would be convenient to suggest that this story—featuring a corporate raider who flies from Manhattan to Southern California in order to perform a hostile takeover of a classic old business—may have hit a little too

know how to adjust to it. So an outside agent is often required to force that change. For Walt Disney Productions, that agent was the corporate raider. The resulting disruption from such change is seldom pleasant. To the incumbent managers—and to the other employees whose futures are now uncertain—the disruptors

are the bad guys. But the changes that they bring about can be necessary for the survival of the company. Before the corporate raiders of the ’80s, the mission statements of most companies were focused on creating the best product or providing the best service. Then

corporate raiders forced management teams to prioritize share price above all else. Maximizing shareholder value became the new mantra. In making management decisions, those in charge had

major publication, you’ll discover that an incredible change has taken place in the public perception of corporate raiders. Gone are the days when the media painted them as scoundrels. They aren’t even called corporate raiders anymore, but rather activist investors. And in general, they’re viewed as good guys because they keep

one says junk bond. The accepted term is high-yield bond. So Michael Milken is again a hero, junk bonds are high-yield bonds, and corporate raiders have become activist investors. This signals a major evolution in American business, from the time of Steinberg’s attack on Disney through to the current

first deal team, we were trying to find acquisition targets for an important financier. Before coming to Wall Street, I would have called him a corporate raider rather than a financier, but the terminology softened when someone became a client who might hire you for a lucrative job. I was barely more

, which in turn led to destructive behaviors, including the ability to make dangerously large bets with other people’s money. Chapter 3, “Milk and Balloons”: Corporate raiders and activist investors recharged American and global business by holding management teams accountable for their performance. And yet . . . When corporations were forced to pursue shareholder

your e-book reader’s search tools. accountability, 360, 362, 363, 368, 369 acquisitions, see mergers and acquisitions activist investors, 104, 106, 360 see also corporate raiders Adelson, Jay, 228, 240, 242, 244 Adult Video News (AVN) Awards, 218, 219 advertising, 294, 296, 298, 362 social media influencers and, 283, 294–96

(Russell), 248 Conquistadores del Cielo, 124–25, 146 Consumer Electronics Show (CES), 217–19 Conway, Cathy, 109–12 Corbat, Michael, 315, 324 Corning Inc., 201 corporate raiders, 82, 84, 88, 89, 94, 96, 103–4, 360 as activist investors, 104, 106, 360 in Pretty Woman, 98, 100–102 see also hostile takeovers

, 327 hostile takeovers, 82, 84, 88, 89, 96, 261 Steinberg’s targeting of Disney for, 81–84, 86–91, 98, 102–4, 111 see also corporate raiders Hotel Elysée, 70 housing, 322 mortgage market, 21 Huizenga, Wayne, 160 Hynek, J. Allen, 93 Hynek, Paul, 93, 94 IBM, 228, 240 ICOs (initial coin

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