In mid-May, 1997 Merrill Lynch--the largest underwriter of global debt and equity in the world--confronted the challenge of integrating information technology into its organization, culture and decision-making processes and of using information technology to enhance its strategy and organization.

Specifically, Merrill Lynch had developed a set of corporate Intranets. This case deals with how Merrill Lynch could best implement these Intranets wisely and effectively. It explores the relationship between Merrill Lynch's primary competitive objectives and the origination of its corporate Intranet initiatives (focusing on the Merrill Lynch Web).

More generally, the case touches upon critical aspects related to integrating technology with people, culture and management.

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