The project of dismemberment of Russia and behind-the-scenes power. The Man Who Didn't Destroy the USSR

Representatives of the American elite are not well known in Russia, although, of course, they are better known than Russian politicians in the United States.

But the "chosen circle" of American masters of destinies, who are well known in Russia, certainly includes Allen Dulles.

Soviet writer and publicist Ilya Ehrenburg they attribute such an assessment of this politician: “If Dulles, due to some misunderstanding, goes to heaven, he will start conspiring there and start shooting angels.”

The ambitious Allen Dulles would certainly have been flattered by such an assessment. Although the wide popularity of Dulles in our country is connected not with the words of Ehrenburg, but with the writer Julian Semyonov and the collapse of the Soviet Union. But first things first.

The bright future of Allen Welsh Dulles was predetermined by the very fact of his birth. The boy began to live not "in the slums of the city", but in a family where politicians and diplomats were dazzled.

Born on April 7, 1893 in New York, Allen grew up watching the heated political discussions of his elders. Well, how else, if his grandfather John Watson Foster was Secretary of State under the President Benjamin Harrison and uncle Robert Lansing held the same position Woodrow Wilson.

It is not surprising that since childhood, Allen dreamed of becoming the third US Secretary of State in the family.

Allen wrote his first political article on the Boer War at... 8 years old. The young publicist was not subjected to ridicule, but on the contrary, the elders noticed the makings of a politician and diplomat in the child.

How Dulles “slept through” the leader

After graduating from the prestigious Princeton University and a long journey around the world, in 1915 Allen Dulles entered the diplomatic service, working in the American missions in Vienna, Bern, Berlin and Constantinople. At the same time, even then, Dulles' duties included mainly the collection of intelligence information.

It was in Switzerland that an incident occurred that became one of the legends about Dulles. Somehow in the spring of 1917, a man came to the American representation, introducing himself as a Russian political emigrant.

This story is often recalled when it comes to the professional characterization of Dulles. Many of his contemporaries believed that Dulles was a brilliant specialist in the tactics of "secret wars", but an absolutely mediocre strategist.

Apparently, Dulles' shortcomings were noticed by his senior colleagues quite early, because his diplomatic career was far from being as successful as he expected.

The fate of the resident

In 1926, Dulles even left the diplomatic service, becoming an employee of the Sullivan and Cromwell law firm, in which his older brother held one of the leading posts.

In this capacity, Dulles was very successful - clients especially appreciated a person who thoroughly knows how everything works in the US state machine and which doors to knock on.

Nevertheless, Dulles continued to be involved in diplomatic activities. He represented the United States several times at various disarmament conferences, and made a huge number of useful contacts in Europe in different countries including Nazi Germany and Fascist Italy.

These connections were very useful to him with the outbreak of war, when Allen Dulles was hired by the US Office of Strategic Services. In 1942, Allen Dulles became head of the American intelligence center in Bern, becoming head of the US station in Europe.

The Dulles Center worked brilliantly, not least because of the personal connections of its head in Germany.

The apotheosis of this activity was Operation Sunrise, around which the action of the famous book revolves Yuliana Semenova"Seventeen Moments of Spring", on which an even more famous film was shot.

How Dulles lost to Stirlitz

Soviet spy Maxim Maksimovich Isaev, better known as Stirlitz, is trying to prevent the conclusion of a separate peace between the Western Allies and Nazi Germany.

Dulles, who never concealed his antipathy towards the USSR (isn't the story with Lenin the reason for that?), Indeed, for a long time he negotiated with representatives of influential German circles, the purpose of which was to establish in Germany a regime loyal to the USA and Great Britain, at the same time hostile to the Soviet Union.

In February 1945, these negotiations turned into a practical plane, since representatives of the German high military command joined them from the German side.

Ultimately, Dulles managed to implement the minimum plan, although rather late - the German forces in Italy capitulated at the same time as the surrender of the German garrison.

As for the maximum plan, at the very moment when Allen Dulles still seriously considered it feasible, the American government had to respond to Stalin's angry dispatches in which he asked: how would you like to understand the negotiations in Bern between Dulles and General Wolf? Soviet intelligence in Europe worked no worse than American residency, and Dulles' intentions were revealed, as shown in the film. With the amendment that Stirlitz is still a collective image, behind which the fates of several Soviet intelligence officers are hidden at once.

The plan that Dulles didn't come up with

At the end of the war, the Office of Strategic Services was disbanded, but the holy place was not empty for long. In 1947, the former leader of the OSS, William Donovan, obtained from the President of the United States Harry Truman decision to create a new body for intelligence and covert operations, called the Central Intelligence Agency (CIA).

Of course, in the ranks of the new organization was Allen Dulles, who in 1950 took over as head of covert operations.

Allen Dulles ID on display at the CIA Museum. Photo: www.globallookpress.com

In the early 1990s, after the collapse of the USSR, a text appeared in the Russian press, called the “Dulles Plan” - an action plan allegedly developed by Allen Dulles to covertly disintegrate the political elite of the USSR and destroy it “from within”.

Most experts agree that this plan, which has become a very popular proof of the “American conspiracy” in Russia, is fictitious, although in many respects it echoes the memorandum 20/1 of the US NSC (“Tasks regarding Russia”), issued in 1948.

But Dulles definitely has nothing to do with this memorandum.

Yes, and once again it is worth recalling the assessments given to Dulles by his contemporaries. Yes, Major General. Kenneth Strong, who led US military intelligence in Western Europe during World War II, called Dulles "the most prominent American professional intelligence officer of his time, although more inclined to operational collection and analysis of information than to long-term intelligence projects." Therefore, for all Dulles's antipathy towards the USSR, he was hardly capable of creating an effective action plan designed for decades.

CIA Dulles

In 1953, the third US Secretary of State appeared in the Dulles clan. Only now it was not Allen who became him, but his older brother John Foster Dulles.

Brother, however, did not forget about Allen - not without his participation, the president Dwight Eisenhower appointed the younger brother of the US Secretary of State to head the CIA.

The next eight years were the pinnacle of Allen Dulles, who really successfully defended US interests with the help of "covert operations" around the world. The CIA of the Dulles era actively began to practice organizing military coups and political assassinations, and this "habit" will remain with the CIA forever.

Despite the fact that Allen Dulles did create the CIA in modern form, despite the fact that he really overthrew regimes and "corrected" the policy of states in a favorable direction for the United States, his activities were far from being as successful as is commonly believed.

For example, a grandiose connection to the telephone network of East Berlin through a tunnel under the Berlin Wall was revealed by the KGB of the USSR, and for some time the Americans received extensive misinformation, after which the “spy tunnel” was exposed with a grandiose scandal. The program developed by Dulles for flights of U-2 reconnaissance aircraft over Soviet territory was considered successful until May 1, 1960, one of the aircraft was shot down, and its pilot Gary Powers did not appear before the Soviet court, which was a real humiliation for the United States.

How Dulles took offense at Kennedy

And the end of Allen Dulles' career turned out to be quite unsightly. His attempt to overthrow Fidel Castro in 1961, with the help of an invasion by armed Cuban exiles, known as the "Bay of Pigs Operation", ended in complete defeat.

As a result of this operation, President John F. Kennedy forced Dulles to resign, which the ambitious veteran of the "secret wars" could not forgive the young head of the United States. Dulles himself, by the way, was convinced that Kennedy was to blame for everything, who did not allocate enough funds for the success of the invasion.

Among the many versions of the assassination, there is an assumption that Allen Dulles had a hand in the elimination of Kennedy.

Interestingly, Dulles was included in the commission that investigated the Kennedy assassination, and settled on the version that the US president fell victim to a lone killer.

Allen Dulles spent the last years of his life writing memoirs and participating in television programs about US foreign policy.

Allen Dulles died on January 29, 1969. The masters of the "secret war" were killed not by poison and not by a bullet, but by banal pneumonia.

As for his current fame in Russia, the conceited native of a family of diplomats, of course, would only be glad of her.

Private Company
Founded: 1879
employees: 1,265
Gross Billings:$395 million (1997 est.)
SICs: 8111 Legal Services

Company history:

Sullivan & Cromwell is one of the nation's elite law firms. For more than a century it has been closely involved in the affairs of some of the largest industrial and commercial enterprises in the United States. Sullivan & Cromwell also has been closely involved in the formulation and execution of U.S. foreign policy and the development and growth of global capital markets.

Under Cromwell's Guiding Hand: 1879-1920

Sullivan & Cromwell was founded in 1879 by Algernon Sydney Sullivan and William Nelson Cromwell. The middle-aged Sullivan was a senior partner; he had enabled the youthful Cromwell, formerly a bookkeeper, to attend law school. The firm established offices at the corner of Broad and Wall Streets, opposite the New York Stock Exchange. It earned about $22,500 in its first year. Law clerks were unpaid, and the payroll came to only $950.

Sullivan was a trial lawyer who thought corporations should be outlawed, but the firm increasingly turned from litigation (charging $950 for a criminal case and, if it lost the case, $250 for the appeal) to counseling clients on purely business problems. The major work involved rescuing companies stricken by reverses, forming new companies and merging existing ones into larger units, and obtaining financing, primarily from the foreign sources whose capital was then essential to the American economy. Among the earliest companies Sullivan & Cromwell helped organize was the Edison General Electric Co. in 1882. The firm also helped rescue Henry Villard's Northern Pacific Railroad from bankruptcy in this decade.

After Sullivan died in 1887, Cromwell chose William J. Curtis as junior partner. Curtis was instrumental in persuading New Jersey's legislature to pass an act making the state a haven for corporation filings. In addition to lowering fees, the act made it legally possible for one corporation to own stock in another one, which led to the formation formation of holding companies. Holding companies replaced the trusts that had been broken up by legislation and court decisions. The first companies to incorporate under New Jersey's new corporation law were Sullivan & Cromwell clients.

By 1900 Sullivan & Cromwell had 14 lawyers, working four to a room in bullpens surrounding the library. The firm was involved in the creation of the U.S. Steel Corp. in 1901, for which Cromwell received $2 million worth of stock in return for $250,000 in cash. By this time utilities were replacing railroads as the most powerful force in the U.S. economy. Sullivan & Cromwell helped them form holding companies with a trail of subsidiaries; in the case of Union Electric Co., the firm created more than 1,000 subsidiaries. The firm also added to its reputation for saving troubled corporations by means of the "Cromwell Plan," which involved an orderly liquidation and reorganization of companies such as American Water Works, Decker, Howell & Co., and Price, McCormick & Co. Essentially, the plan aimed at holding off creditors as long as possible in times of market panic while awaiting economic recovery.

Sullivan & Cromwell also represented foreign clients, including the French interests that had tried and failed to build a canal in Panama linking the Atlantic and Pacific Oceans. Cromwell's task was to bail out the French company by arranging the sale of its property--which included a railroad&mdashø the U.S. government. Cromwell launched a successful lobbying campaign to convince senators and other powerful insiders that Panama rather than Nicaragua was the right place for a canal. After the Colombian Senate rejected the treaty needed to proceed, Cromwell became a behind-the-scenes agent for the revolution that resulted in Panama's independence from Colombia. The firm's French client was then able to collect $40 million from the United States for its property. Sullivan & Cromwell billed the company $800,000 for its services but had to settle for an arbitration award of $167,500 and expenses.

Cromwell increasingly absented himself from the firm's quarters, and Alfred Jaretzki became managing partner of Sullivan & Cromwell about 1900. By 1915, when Royall Victor succeeded Jaretzki, Cromwell was living in Paris, where the firm had established an office in 1911. He spent most of World War I and considerable time after the war, until 1937, in France. Even when in New York, he rarely came to Sullivan & Cromwell's offices, becoming a semirecluse residing in a midtown mansion crowded with tapestries, paintings, and statuettes. He survived until 1948, after which Rockefeller Center pulled down his residence to erect a high-rise office building.

Prosperity, Depression, Hot and Cold Wars: 1920-53

During the 1920s Sullivan & Cromwell's basic business was "green goods": drafting the indenture agreements under which financial institutions advanced money to corporations and foreign governments. It was active in restoring the international commercial links broken by World War I; between 1924 and 1931 the firm handled 94 securities issues involving more than $1 billion in loans to European parties, especially in Germany. , Berlin, and Buenos Aires John Foster Dulles succeeded Victor as managing partner in 1926.

When the firm moved to larger quarters at 48 Wall Street in 1929, there were 63 lawyers, of whom 14 were partners and 37 were associates. Four women lawyers--the firm"s first--were hired in 1930. During the 1920s and 1930s Sullivan & Cromwell revived its trial practice under the leadership of Harlan Fiske Stone, who later became U.S. attorney general and chief justice of the United States .

During the 1930s and most of the 1940s Sullivan & Cromwell was the largest law firm in the world. Through the Depression years Dulles established a litigation group to fight a New Deal measure designed to break up public utility holding companies. After the firm's legal challenge failed in the courts, the firm stayed busy dissolving the holding companies it had once helped put together. It also was very active in the legal work made necessary by stringent new federal regulations in the securities field. Overseas, Sullivan & Cromwell closed its Berlin office in 1935, but Dulles was criticized--both at the time and after World War II--for trying to maintain good relations with the Nazi regime to serve its clients. Corp., the biggest subsidiary in the Western Hemisphere of the notorious German cartel I.G. Farben, which employed slave labor during the war.

Dulles resigned as Sullivan & Cromwell "s chairman in 1949 and was succeeded by Arthur H. Dean. The firm" s influence on foreign policy reached its zenith in 1953, when Dulles became secretary of state and his brother Allen (also a Sullivan & Cromwell partner) became director of the Central Intelligence Agency. Dean took leave to serve the government in a number of posts, including as negotiator in the talks that ended the Korean War in 1953.

Specialized Units: 1950-90

During the 1950s Sullivan & Cromwell's most lucrative work was in the area of ​​antitrust defenses. It successfully defended five of the largest investment banking firms in the nation against antitrust charges filed by the federal government. The general practice division dealt with the complexities of increasingly large public stock offerings. In 1956 it handled Ford Motor Co."s $643 million initial public offering, the largest ever to that time. Sullivan & Cromwell reopened its Paris office--closed during World War II--in 1962 and opened a London office in 1972. The firm also opened a Park Avenue office in midtown Manhattan in 1971 to handle estates and personal affairs and one in Washington, D.C., in 1977. It moved headquarters to 125 Broad Street, overlooking New York Harbor, in 1979.

William Ward Foshay succeeded Dean as chairman in 1972. Sullivan & Cromwell now consolidated of litigation, general practice, and tax groups, plus a group for the administration of estates and trusts. A mergers and acquisition group was formed in 1980. The firm opened offices in Melbourne in 1983, Los Angeles in 1984, and Tokyo in 1987.

To settle a class action suit Sullivan & Cromwell agreed in 1977 to recruit, hire, and pay women lawyers on the same basis as men. The firm at that time had 59 partners, all men, and 116 associates, of whom 26 were women. The first woman partner was appointed in 1982, and by the summer of 1987 there were four, but no blacks. The firm was continuing its quaint practice--unique among major law firms--of simply charging its clients a fee it considered "appropriate" rather than submitting hourly billing. A management committee of ten partners was in charge of setting Sullivan & Cromwell's policies, and a smaller committee of seven decided on how the firm would distribute more than half of its annual profits. The firm had a mandatory three-year phaseout retirement plan that went into effect when the partners reached age 67.

John R. Stevenson, who like his predecessors had considerable diplomatic experience, became chairman and senior partner of Sullivan & Cromwell in 1979. He retired in 1987 and was succeeded by John E. Merow. Merow took the helm during one of the most tempestuous periods in the firm's history. George C. Kern, Jr., head of the mergers and acquisitions unit, was accused by the Securities and Exchange Commission of violating disclosure rules while defending a company in addition, a court-supervised disciplinary panel was investigating charges that a partner had bribed and bullied witnesses in the court battle over the estate of the pharmaceuticals heir J. Seward Johnson, and an investor group accused the firm of improperly withholding vital information while fighting the group's lawsuit against a corporate client of Sullivan & Cromwell.

Some of the lawyers working for Sullivan & Cromwell's competitors suggested that the blue-chip firm's troubles stemmed from an air of arrogance. One likened opposing Sullivan & Cromwell to "having a thousand-pound tuna on the line." "They know the rules," another told a reporter, "but sometimes they act as if the rules just don"t apply to them." All the above matters, however, apparently were disposed of without penalty to the firm. Kern continued to be Sullivan & Cromwell "s star because his mergers and acquisitions unit was the firm" s most profitable group, bringing in as much as one-third of all billings. In 1986 alone the unit was involved in more than $50 billion worth of acquisitions.

Before 1968 Sullivan & Cromwell's banking practice consisted of a couple of partners in estates and trusts performing routine work such as rolling over term loans. A separate banking practice was established in 1968. Within Sullivan & Cromwell's lucrative mergers and acquisitions group, bank mergers emerged in the 1980s as a major source of activity and profit for Sullivan & Cromwell. The firm helped structure more than 60 major banking mergers in the United States, valued at more than $40.2 billion, during this decade.

Sullivan & Cromwell in the 1990s

In 1991 Sullivan & Cromwell played a part in nearly every major banking deal, including the merger of Manufacturers Hanover Corp. and Chemical Banking Corp. and the acquisition of C&S/Sovran Corp. by NCNB Corp. to form Nations Bank Corp. There were seven Sullivan & Cromwell partners and 25 staffers in all engaged in this field at the time.

By the mid-1990s Sullivan & Cromwell partner H. Rodgin Cohen was presiding over the firm's banking practice area, supervising nine partners and ten to 12 associates. The caseload was heavier than ever because of the increasing globalization of banking and the worldwide convergence of financial services. Cohen was recognized as "king of the bank lawyers"--"Mount Everest surrounded by the Appalachians," according to one mergers and acquisitions banker. Either he or one other lawyer represented one of the principals in 18 of the top 25 bank deals in the United States in 1997. Cohen was one of the partners serving on the executive committee charged with overseeing the firm.

In mergers and acquisitions, Sullivan & Cromwell was ranked fourth among law firms in 1997, acting as legal adviser in $91.5 billion worth of announced deals through October. The firm third ranked among underwriting legal advisers during this period, involved in domestic new issues totaling $14.6 billion in proceeds. New offices were established in Hong Kong in 1992 and in Frankfurt, Germany, in 1995.

In 1996 Sullivan & Cromwell had four divisions. General practice (corporate and financial work) was the largest and included mergers and acquisitions as one of its many units. The other divisions were litigation, tax, and estates and personal. (A fifth, practice development, had been added by 1998.) Securities work accounted for 25 percent of the firm's activity, mergers and acquisitions, 22 percent, and litigation, 21 percent. Half of the firm's clients were outside of the United States. Sullivan & Cromwell had 484 lawyers, including 114 partners, in November 1997. It has maintained a longstanding policy of not recruiting its partners from other firms.

Principal Operating Units: Departments: Estates and Personal Practice Group; General Practice Group; Litigation Practice Group; Practice Development Group; Tax Practice Group. Practice Areas: Asset-Based Finance; Broker/Dealer Regulation; commercial banking; Commercial Real Estate; Commodities, Futures and Derivatives; Corporate Reorganization/Bankruptcy; Environmental Law; Insurance and Tort Liability; Intellectual Property; International Trade and Investment; investment management; Labor and Employment; Mergers and Acquisitions; project finance.

Further Reading:

• Brill, Steven, The American Lawyer Guide to Law Firms, 1981-1982, New York: n.p., 1982, pp. 738-43.
• Geyelin, Milo, "Big Law Firm's Gaffe Over Sealed Records Raises Troubling Issues," Wall Street Journal, October 4, 1995, pp. A1, A6.
• Gray, Patricia Bellow, "Legal Nightmare: Multiple Allegation of Impropriety Beset Sullivan & Cromwell," Wall Street Journal, August 3, 1987, pp. 1, 14.
• Lisagor, Nancy, and Lipsius, Frank, A Law Unto Itself, New York: William Morrow, 1988.
• Lubasch, Arnold H., "Top Law Firm Bans Sex Discrimination," New York Times, May 8, 1977, p. A13.
• Matthews, Gordon, "Sullivan & Cromwell Rides Merger Wave," american banker, January 10, 1992, pp. 1, 10.
• McCullough, David The Path Between the Seas, New York: Simon and Schuster, 1977.
• Rosenberg, Geanne, "Bring in the Lawyers," Investment Dealers Digest, November 3, 1997, pp. 19-20, 23.
• Siegel, Matt, "The Bank Merger Masters," fortune, May 25, 1998, p. 44.
  Sullivan & Cromwell, 1879-1979: A Century at Law, New York: privately printed, 1979.
• Teitelman, Robert, "King of the Bank Lawyers," Institutional Investor, November 1994, pp. 64-70, 72.

source:International Directory of Company Histories, Vol. 26.St. James Press, 1999.

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The American delegation brought to the Paris conference a map with the new borders of the Russian state

The ideas of Europe's globalization coincided with the ideas of economic expansion and the conquest of markets by the ideologues of Central Europe. The solution could be the creation of a single economic space, about which the ideologist of "Belgicism" Leon Hennebig wrote at the beginning of the 20th century.

Hence, it is not surprising that the leaders of the “pan-European Union” are interested in Hitler, about which Hjalmar Schacht informed his colleagues: “In three months Hitler will be in power. He will create a Pan-Europe... Only Hitler can create a Pan-Europe.”

This plan was preceded and developed in parallel by the Peace Realization League project, whose charter was attributed to Woodrow Wilson and co-authored by journalist Walter Lippman. Senator Owen Young, author of the plan of the same name, described the arsenal of means provided by the League for world domination: international court and arbitration, the use of collective armed forces, the possibility of a financial and commercial blockade against "unruly countries."

According to a number of lobbyists, the possibilities of the League and the provisions of the Treaty of Versailles opened European markets for the United States, and the new system of mandates access to the colonies, which, apparently, included Russia, which was prudently not accepted into the project, which acquired the final name "League of Nations".

On the other hand, the American delegation brought to the Paris Conference, which summed up the First World War (which took place intermittently from January 18, 1919 to January 21, 1920), a map with the new borders of the Russian state, where the Central Russian Upland was left behind Moscow, the Baltic states, Belarus, Ukraine, and the Caucasus were cut off , Central Asia, Siberia.

In October 1926, at the First Congress of the Pan-European Movement, Richard Coudenhove-Kalergi was elected international president of the Pan-European Union; on September 5, 1929, at a meeting of the Geneva League of Nations, the question of creating a Federation of European Peoples was already raised. In Basel, at the Third Pan-European Congress in October 1932, Coudenhove-Kalergi put forward the thesis of an irreconcilable attitude towards Stalin, but more remarkably, also towards the ever-growing Hitler.

There has been a split in the elites, where the American part of it had a different plan regarding Europe, the existence of which is confirmed by the defeat of the secretariat of the Pan-European Union in Vienna after the capture of Austria. Coudenhove-Kalergi fled to Switzerland, held the fifth congress already in New York in 1943.

Both projects created "Pan-Europe", the stumbling block was the question of the conductor's baton. The industrial association became the score of the alternative financial association: “Interessen Gemeinschaft” was outlined at the end of August 1916, when the companies “Bayer”, “BASF”, “Agfa”, “Hoechst”, “Kale and Cassella”, “Griesheim Elektron” and “ Weiler-ter-Meer" eventually wished to become allies and the form of the future union was designated. December 25, 1925 "Bayer", "BASF", "Agfa", "Hoechst", "Griesheim Elektron" and "Weiler-ter-Meer" signed an agreement on full cooperation, "Kale and Cassella", formally remaining independent, joined the hotel agreement to "Interessen Gemeinschaft Farbenwerke der Deutschen Teerfarbenindustrie" or "IG Farben".

Part of the name Farben is the abbreviation I.G. stands for Interssen Gemeinschaft, which means "community of interests", and Farben, apparently in memory of the industry that gave birth to the concern, means "paints". Officially, the process of restoring the concern is led by Carl Bosch and Carl Duisberg. Direct evidence on what conditions IG Farben was recreated has not been preserved, but a remarkable fact is that in 1927 the head office of the new monopolist was rebuilt in Frankfurt am Main on lands owned by the Rothschilds since 1837.

It was erected with money from the Dillon, Read and Company banking group, owned by the Warburgs. The main bank serving the interests of IG Farben was Deutsche Bank, which had a long relationship with BASF and Farbwerke vorm. Friedr. Bayer & Co., one of the members of the board of directors of the bank was a member of the relevant body of IG Farben. During the Second World War, it will be Hermann Josef Abs, who during the period described was still holding the position of deputy, and again Warburg was the honorary chairman.

Officially investigating IG, Richard Sasuly describes the new I.G. thus: “The IS main office in Frankfurt was in a new building large enough to house an entire ministry. IG Farbenindustri was almost an independent power.” There now sat the 39 directors of the Aufsichtsrat Supervisory Board of the Coalition of Companies, of which Carl Duisberg was chosen as the first chairman. For operational management, the Vorstand Board of Directors was established, headed by Karl Bosch, whose right hand became Hermann Schmitz.

In 1920, the Swiss pharmaceutical companies Siba, Geigy, and the Warburg-owned Sandoz merged, and soon entered into a cartel agreement with IG Farben. In 1926 I.G. took over two explosives factories: Dynamit-Nobel and Rheinisch-Westfälische Sprengstoffwerke. If an attempt to enter the explosives market in 1925 was met with the threat of an all-out war in all foreign markets from DuPont and Hercules Powder Co, now DuPont has entered into a coalition with Dynamit-Nobel.

And by 1929, through the subsidiaries of the megaconcern - the American Winthrop Chemical, the English Imperial Chemical, and the Japanese Mitsui - significant stakes in DuPont and Eastman Kodak were transferred to I.G. Farben. By agreement, the holding began manufacturing cellophane under license from DuPont, and DuPont became the owner of half of the shares of the American Bayer Semesan Company and 6% of the ordinary shares of Farben IG.

In 1926, the largest British chemical firms organized themselves into a single concern, Imperial Chemical Industries. Under the cartel agreement, Farben IG had 75% of the entire export quota; in 1927, the concerns controlled 80% of the entire world production of dyes, dividing the whole world with the exception of the USSR and the USA. However, in 1932, Imperial Chemical Industries admitted that they could no longer compete and merged with Farben IG.

Together with Imperial Chemical Industries, a tentacle of 95% of all English chemical production, 100% of nitrogen production, 50% of dyes, a significant part of gunpowder and small arms, through the "Imperial Chemical Industries" the German Frankenstein had connections with "De Beers" and "International Nickel Co. of Canada". From 1935, IG acted as a consultant to the I.C.I. to build the largest chemical plant in the North East of England.

In 1929, the company already had 120,000 employees working in 106 different enterprises and factories producing 100% German paints, 85% nitrogen, 90% mineral acids, 41% pharmaceuticals, a third of synthetic fibers and almost all explosives.

The change of anger to mercy by the American partners was marked by a revision of Germany's reparation payments, which included the withdrawal of the occupying troops from the Rhineland and the liquidation of foreign control bodies. The text of the agreement, both the new and the previous agreement, was compiled by Sullivan & Cromwell. Since the plan was proposed by the director of the American branch of AEG and General Electric, Owen D. Young, the name Young Plan was assigned to it, although the committee that developed the plan included J. P. Morgan, Herbert Hoover, John Foster Dulles Averell Harriman, and Hjalmar Schacht from the German side.

The plan was adopted at the Hague Reparations Conference of 1929-1930. Part of the plan was the creation of the Bank of International Settlements. In 1929, a further series of events took place: Max Warburg joined the board of IG Farben, a seat he would retain until 1938. In addition, an article by Robert Williams published in the Williams Intelligence Summary in February 1950 stated: General Ludendorff's widow recalled how her husband had drifted away from Hitler because in the early summer of 1929, James Warburg, as part of establishing control over Germany, sought to find a suitable person in Germany and came into contact with Adolf Hitler.

According to researchers S. Dunsten and D. Williams, it was on the Union Bank of Switzerland (UBS) account in Bern that A. Hitler's personal account was opened, as well as another one in Holland.

The idea of ​​a bank for international settlements is eloquently described by Bill Clinton's mentor, Caroll Quigley, in his book Tragedy and Hope: world history modern times”: “The forces of finance capital pursued another far-reaching goal - the creation of nothing less than a world system of financial control in private hands, having power both over the political systems of all countries and over the world economy as a whole.”

The Bank for International Settlements was a private club whose directors were Sir Otto Niemeyer, Comptroller of the Treasury and Director of the Bank of England, and Sir Montagu Norman, Governor of the Bank of England. , and from the German side, the Minister of Economics of Germany, Hjalmar Schacht, future president Reichsbank Walther Funk (Dr. Walther Funk), his deputy Emil Paul (Emil Puhl), who had "solid connections in the USA", in particular in Chase National Bank, chairman of the board of the board of the IG Farben concern Hermann Schmitz, future SS general Ernst Kaltenbrunner (Ernst Kaltenbrunner), head of the Cologne bank "J.H. Stein" by Kurt von Schroeder. According to the new regulation, the commission of the "Bank for International Settlements" determined the removal of the head of the central bank of the German Empire.

Notably, the bank's first chairmen were retired bankers from the Federal Reserve Banks: Gates W. McGarrah of Rockefeller's Chase National Bank and Leon Fraser. The latter, having no economic or financial education, being just a journalist furiously exposing corruption, managed in 1924 to become the general consul of reparation payments under the Dawes Plan, then the director of General Electric and United States Steel, then the president of First National Bank", ended his rapid career in the spring of 1945 with a shot in the temple.