Rob Parson at Morgan

Stanley
Submitted by:Group 3
Pratham Garg
Nisha Yadav
Jinesh Rambhia
Ashish Bhalotia
Vikalp Agrawal
Girishma Baghmare
Case Summary
● Morgan Stanley is leading U.S. investment bank
● It was transforming itself into a “One-Firm Firm”
● Headquartered in the Morgan Stanley Building, Midtown Manhattan, New
York City
● The company has Steep Hierarchy system
● Company operates in 24 countries
● It follows Up or Out promotion system in higher management level
● It has an environment that fosters teamwork and innovation
● More than 1300 offices and 60000 employees
Key Personalities
John Mack
● President since 1993
● Implemented 360 degree performance evaluation process

Paul Nasr
● Seen as somebody who can “Shake up the culture”, a highly regarded banker
● Senior Managing Director in Capital Market Services, Morgan Stanley
● 20 years of experience and also has been credited with building a formidable
capital market business
Key Personalities
Rob Parson

● Market Coverage Professional in the Capital Market Division, Morgan Stanley

● Holds title “Principal” currently
● Played a major role in increasing the market share of the firm from 2% to
12.2%
● He was routinely recommended for his ability to cross sell
● He has a phenomenal relationship with the client but doesn’t have good
connection with the colleagues, who think that he is not a team player
● He doesn’t have a good academic background
● Activities and qualities are not in agreement with the organization values
Performance Evaluation Process (360 Degree
Evaluation)
● Started by John Mack
● Evaluation by superior, colleagues as well as subordinates ·
● Aimed to change the culture with new performance evaluation process
● Encouraging teamwork, cooperation and cross selling
● Added benefit: comprehensive development feedback and Evaluators
comments includes great details with specific examples
● Despite having various advantages the objective(culture) was ill defined and it
lacked consensus.
Robert Parson Evaluation

Within IBD: Outside IBD:

1. Selling Skills 1. Taking nothing for granted

2. Aggressiveness 2. Committed to work

3. Good Market/Product Knowledge 3. Tireless & Hardest Worker

4. Amusing, entertaining and 4. Good judgement of client

interesting
Problems
● The thought process of Rob Parson does not match with the corporate culture
● Paul Nasr promised promotion to Rob Parson when he was hired
● He was finding it quite difficult to adjust into the culture at Morgan Stanley
● He was very good at converting clients but lacks team player skills
● He was also seen as impatient and difficult to work with person
● A major revenue maker of the firm but has a totally different style of working
Analysis
Role Conflict:

Rob Parson is facing role conflict since he has been an aggressive individual who
has not been a team player, but the present role expects him to be a team player

Expectancy Theory:

Rob Parson was a result-oriented person and believed that his work only included
producing result and can help him achieve promotion
Recommendations
● Rob should be promoted considering his contribution to the company in increasing the
market size
● Paul faced the same cultural difference problem initially, so Paul can better guide Rob on the
way ahead and how to proceed considering the company values
● Importance of organization culture and values should be made clear to Rob
● Team Building exercises within Rob’s department to get inputs from other team members
● If not promoted, Rob might leave the company and it would negatively impact client relations
and would result in loss of revenues
● Rob’s aggressive and entrepreneurial skills were critical in building up the business and
these should be utilized and linked with the organisation’s values
● Rob has very good marketing skills and individual performance should also be considered
during performance evaluation
Thank You