Research Paper on:
MetLife Management

Unformatted Sample Text from the Research Paper:
Fortune 500, MetLife posted a 239.3 percent increase in net income in 2002. It is one of the largest insurers in the US, and indeed began as an insurance  company only. Now, it also offers financial planning and financial services including savings and retirement, and its State Street Research subsidiary offers asset management and investment services to both  individuals and institutions. MetLife rounded out its range of financial services when it entered retail banking in 2001 with the acquisition of New Jersey-based Grand Bank, renaming it MetLife  Bank (MetLife, 2003). From the time of its founding in 1863, the former Metropolitan Life Insurance Company operated under the mutual holding company  structure common in the insurance industry. CEO Robert H. Benmosehe realized that the mutual structure was not one that would allow MetLife to grow to its maximum potential by  fully competing in the financial services industry as it continues to unfold (Gorski, 2002). Management Leadership Despite the rash of initial public offerings  (IPOs) throughout much of the 1990s, the 140-year-old MetLife waited until 2001 to become a publicly-held company (Gorski, 2002). CEO Robert H. Benmosehe designed and directed the shift, implementing  a systematic approach to making not only the structural changes required of a public company, but consciously setting about altering the company culture as well (Investor Relations, 2003).  "Mr. Benmosches strategic vision to position MetLife as a strong competitor in the new financial services marketplace was the impetus behind the insurers demutualization" (Investor  Relations, 2003). MetLife gives full credit for its transformation to Benmosche, praising his multi-front approach to altering the form, culture and future of the company.