Candace Browning Trying To Encourage Collaboration

Merrill Lynch was like most other large brokerage firms after the bubble burst of 2000 Internet; searching a way to distinguish their independent research & trying to search a way for their analysts to develop more innovative value-add products. That was at a juncture in 2005 when Merrill Lynch decided that collaboration between their analysts was of utmost significance. It was up to Candace Browning, who was head of Global Securities Research, to optimize this alteration initiative during the roughly 500 analysts she supervised worldwide. Her greatest challenge would be to get these very independent & hugely results oriented people, & their manager, & prove to them the larger benefit of working in teams.It is inherent to note the significance of research at the big Wall Street brokerage houses. Despite the fact that most of these financial institutions whipped spending on research through over 40% after the bubble burst of dotcom, outside trade journals & institutional investors yet saw this attribute as a main competitive advantage. Buy-side companies saw the “quality of research and ideas” & “quality of and accessibility to company contacts” as the top two most important factors when choosing a brokerage firm. These circumstances forced