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    Rob Parson at Morgan Stanley

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    Anupam Kumar Majhi
    This document summarizes a case analysis presentation about an employee named Rob Parson at Morgan Stanley. It provides background on Parson, who was hired at the principal level by Paul Nasr despite having an unorthodox background that did not fit Morgan Stanley's culture. While Parson's performance numbers show he should be promoted to Managing Director, his aggressive style disregards the company's mission statement. The presentation discusses Morgan Stanley's culture, the differences between Parson and the culture, and the causal roots of the problems. It analyzes whether Parson should be promoted to Managing Director and concludes that he should not due to his lack of adherence to company values and weaknesses in teamwork and respect for coworkers.

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    © All Rights Reserved
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    Rob Parson at Morgan Stanley

    Uploaded by

    Anupam Kumar Majhi
    389 views15 pages
    This document summarizes a case analysis presentation about an employee named Rob Parson at Morgan Stanley. It provides background on Parson, who was hired at the principal level by Paul Nasr despite having an unorthodox background that did not fit Morgan Stanley's culture. While Parson's performance numbers show he should be promoted to Managing Director, his aggressive style disregards the company's mission statement. The presentation discusses Morgan Stanley's culture, the differences between Parson and the culture, and the causal roots of the problems. It analyzes whether Parson should be promoted to Managing Director and concludes that he should not due to his lack of adherence to company values and weaknesses in teamwork and respect for coworkers.

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    Rob Parson at Morgan Stanley

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    This document summarizes a case analysis presentation about an employee named Rob Parson at Morgan Stanley. It provides background on Parson, who was hired at the principal level by Paul Nasr despite having an unorthodox background that did not fit Morgan Stanley's culture. While Parson's performance numbers show he should be promoted to Managing Director, his aggressive style disregards the company's mission statement. The presentation discusses Morgan Stanley's culture, the differences between Parson and the culture, and the causal roots of the problems. It analyzes whether Parson should be promoted to Managing Director and concludes that he should not due to his lack of adherence to company values and weaknesses in teamwork and respect for coworkers.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    389 views15 pages

    Rob Parson at Morgan Stanley

    Uploaded by

    Anupam Kumar Majhi
    This document summarizes a case analysis presentation about an employee named Rob Parson at Morgan Stanley. It provides background on Parson, who was hired at the principal level by Paul Nasr despite having an unorthodox background that did not fit Morgan Stanley's culture. While Parson's performance numbers show he should be promoted to Managing Director, his aggressive style disregards the company's mission statement. The presentation discusses Morgan Stanley's culture, the differences between Parson and the culture, and the causal roots of the problems. It analyzes whether Parson should be promoted to Managing Director and concludes that he should not due to his lack of adherence to company values and weaknesses in teamwork and respect for coworkers.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
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    Rob Parson at Morgan Stanley

    Case Analysis

    GROUP 8 - SECTION A
    Anupam Kumar NMP29_13
    Mayank Kashyap NMP29_40
    Divyansh Bisht
    Debraj Sinha Roy
    Gaurav Sharma
    Ankur Maheshwari

    Agenda
    The Case
    Performance
    Management A
    holistic view
    The Case Analysis

    Conclusion

    Rob
    Parson

    Morgan
    Stanley

    The
    Players

    Colleagues

    Paul Nasr

    The Case

    Hired as Principal level by Nasr himself.

    Performed at high levels at previous firm but Nasr recruited because Morgan
    Stanley needed help in the Capital Markets Division.

    Rob Parson came from an unorthodox background that did not fit Morgan
    Stanleys work culture.

    His performance numbers and skills show that he should be promoted to


    Managing Director.

    However his style completely disregarded Morgan Stanleys mission statement ,


    as he took any means necessary to improve capital gains and business.

    Performance Management A holistic view

    Difference in working style of Rob and the culture of


    Morgan Stanley

    Bypasses
    Divisions
    and
    colleagu
    es /
    Lack of
    team
    work

    Aggressi
    ve in his
    approac
    h
    Organiza
    tion and
    Followup
    Needed

    Rob
    Parso
    n
    Highly
    Marketa
    ble/
    Cross
    selling

    Impatie
    nt /
    Lack of
    Respect
    Sharp
    Tongued

    Causal Roots of the problem

    Hiring

    Induction/
    On Boarding

    On Duty

    Cause of Problem
    Hiring
    Paul

    hired Rob Himself for his Skills


    Paul being new to organization underestimated the principle:
    VALUES not sure + Strong SKILLS = DONT TOUCH

    Induction
    Lack

    of Onboarding process may have lead to Rob being unaware of Companies Values
    External Candidate
    They

    tend to have Longer learning curve


    Culture Clashes

    On

    Duty

    Pauls

    reluctance to use Heavy Hand


    Diplomatic approach
    Robs Past Culture :
    Focus

    on Pursuit of Business & Survival rather than Franchise

    Probable Solutions

    4. Should Rob Parson be promoted to Managing

    Director of Capital Market Services ?


    Most senior most management position .

    Managing Director

    Indicates the highest Level of professional achievement and


    management responsibility .

    Highest Level of Technical expertise in corporate financing .


    Experience in resolving unprecedented problems .
    Professional
    Commands respect of knowledge from vast array of people
    Skills/Responsibiliti from Inside and Outside the organisation .
    es
    Highly developed planning and organisational skills .
    Able to persuade others at Highest Level (CEO, President
    Level).
    Leads by example .

    Summary of Performance rating of


    Rob Parson :-

    Hyperlink to Exhibit 2.

    Negatives

    Most Interesting , Amusing and Lack of adherence to


    entertaining person for client . company values .
    Growth of Mkt. Share from 2%
    to 12 .2 % .
    Client relationship skills .
    Clients love him .
    Unique in ambition and
    excellent knowledge of Market

    Lack of Team Work.


    Lack of Respect for Coworkers .
    Lack of Development and
    Coaching Skills.
    Lack of Management of
    Diverse workforce .

    NO
    Threat : Rob Parson may Leave Morgan Stanley .

    Thank you !!
    Any QuestionsHappy to answer

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