The Fate of Parson at Morgan Stanley
Autor: appy • March 1, 2015 • Essay • 1,271 Words (6 Pages) • 1,512 Views
Rob Parson at Morgan Stanley (A)
The Fate of Parson at Morgan Stanley
Under the guidance of
Prof. Madhulika Saxena
NMIMS,Mumbai
Group 1
Siddharth Esawaran A001
Akash Agarwal A002
Ankita Agarwal A003
Apurv Agarwal A004
Mridul Agarwal A005
CONTENTS
Executive Summary
Situation Analysis
The problem
The options
Criteria for evaluation
Evaluation of options
The recommendations
Action Plan
Contingency Plan
Executive Summary
The report contains the options available to Paul Nasr regarding whether to promote rob parson to the post of Managing Director of Capital Market Services Division at Morgan Stanley. While taking the decision Paul has to consider the impact of his decision on every stakeholder which is customer, employees and the company. Paul had been the one who had recruited Rob in Morgan Stanley based on his prior experience and credentials. Paul was aware of Rob’s attitude and working style and knew that he was not a cultural fit at Morgan Stanley. It is the recommendation of this report to defer the promotion of Rob Parson. It is in the best interests of the company and give Rob a chance to improve his interpersonal skills.
Situation Analysis
Morgan Stanley a leading US investment bank was trying to reorient the firm to make it more customer centric and responsive to the needs. As a result of this the Capital Market Services Division was created. The division required professionals who could generate business which required them to be well versed with their domains. Additionally they were required to work with other professionals in the firm to design new products. This required that they should be great team workers and should have a sense of empathy for their colleagues.
Rob parson due to his ten years of experience and strong connections and reputation in the banking and insurance sector was eventually approached by Paul Nasr. However parson was sceptical as he did not consider himself to be a typical Morgan Stanley guy but he accepted the opportunity with the understanding that if he did a good job he would be on the fast track to become managing director.
The capital market division was virtually unranked and it had done very little business. Rob parson was aggressive in his client dealings and catered to their needs and demands according to his own understanding. In this process he generated lot of revenue because clients were catered to more effectively. However this new approach was not in conformity with the Morgan Stanley culture which required consensus building amongst the team members before any action is taken. This made Rob parson unpopular in the firm as a consequence the 360 degree evaluation indicated dissatisfaction from the employees of the firm and a decision regarding his promotion had to be taken which had been implicitly promised to him by Paul Nasr.
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