Considering the executive team, what were the problems with team inputs, processes and structures that contributed to the downfall of Long Term Capital Management? Were the members of LTCM simply unlucky (the victim of forces beyond its control) or were there more systematic, predictable (and, ultimately, avoidable) reasons for this financial debacle. What structures or processes could be put into place that might reduce the likelihood that a similar problem would emerge in Meriwether's new organization?
Long Term Capital Management
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