A CASE STUDY

Intention: Reorient the firm towards an Increasingly

complex, fast-paced, global industry
 Vision and Mission

One-Firm Firm

Our Goal is to be the world’s best

investment bank and the Firm of the
choice of our client, our people and
our Shareholder
 About Morgan Stanley
A leading U.S. investment bank since its inception in 1935,
was in the midst of an organizational renewal.

Under the leadership of John Mack, the firm’s new president as of 1993, Morgan Stanley was transforming itself into a
“One-Firm Firm.” This vision, which Mack and his top executive team developed, was succinctly captured in the firm’s

MISSION STATEMENT
Goal: to be the world’s best investment bank and the Firm of
choice for
our clients, our people, and our shareholders
Evaluation of Paul Naser S W

WEAKNESS
STRENGHT
20 Years Experience Laid Back
Formidable market Ignored Elephant in the
Experience room
Highly Regarded Banker Lacking Camaraderie
Proven Track Record in Business Centric
Banks and insurance
Companies ,
Cut Above , phenomenal
with client
SWOT
ANALYSIS

OPPORTUNITIES
THREATS

Other employees will Deliver Capital Markert

resent Services to Financial
Encouraging unacceptable Services Firms
Behaviour

T O
 Leadership Style

Good Planner
Target Oriented Too Democratic

Empower people Softy

Don’t practice
what he believes Unnecessary
Risk Taker

Partial Spineless

Believes in good Indecisive

client's
relationship
Paul Naser
Treating Employees with Kids Gloves
 SWOT
S W O T
Rob Parson
ANALYSIS
Achievements:
Made Significant gains MS’s

O P P O RT U N I T I E S
Fast Track Managing Reputation
Director
STRENGTHS

10 Years Experience Group Dynamics are It was ranked 10 with 2%

T H R E AT S
Good Networking strained. Market Share
Good Reputation Many employees Able to secure 1st time deal with
Highly Marketable Underestimated the might leave 10 clients

WEAKNESSES
Quick Learner magnitude of Volatile, Abrasive Helped to bring MG to 3rd rank
Capable of taking Challenge words are used by with 12.2% Market Share
challenged and Arrogant superiors
preformed well. Not building Cocky, Overbearing,
Self Starter consensus Filp or insincere by
Good in bringing Individual performer colleagues
business Not following the Created hostile
Ability to cross-sell rules Environment
Willingness to share Undermining people
information
Energetic approach
Make Things
happens.
Create business out
of nothing
Good in building
relation with
customer.
Driven
Emoplyee Name: Rob L Parson
Department: Capital Market Investment 360 Degree Performance Evaluation
Disination: Market Coverage professional Pros Points obtained Cons Points deducted
Principal-Investment Banking Division
Feed Back
Person A Selling Skill 1 Not a team player 1
Sqeeze Sell 1 volatile personality 1
Made a diff erence 1 Learn to treat collegue 1
Channeled towards Target 1 Agreesive 1
No management skill 1
Knows Fixed income business 1 resist the tempation 1
Outside IBD
Person B Tiresless worker 1 Focused on only MS Team 1
Intensive Coverage 1
Principal-Investment Banking Division
Collegue Commment ( Within IBD)
Person C Strong Marketing Knowledge 1 No Understanding the local Language 1
Readily accepted by client 1 Edgy presentation 1
Willing to do whatever nessary to move the project forward 1
work well with Regional Office 1
Usages his strength to develop clients 1
Person D Resposive to all clients 1
Quick to start 1
Hyper Active 1
Kept me apprsed of all activity 1
Good with senior management 1
Knows how to hard tough questions 1
Person E Made important progress 1 Lacks managerail Skills 1
Willing to involve team members with clients 1 Non-professional talker 1
This access lead to more businsss 1 Short Temper 1
Covers tough Turf 1 disrespectful 1
Good Progress on league table Data 1 lacks team work 1
Improved atti tudes 1 learn to share responsibility for prep and follow up 1
Demonstrated more intiative, more receptive 1 Needs to work on his planning organising and follow up 1
Broader involvement lead to more business and key to deeper
relationship 1 Only good at short sound bite conversation 1
Impulsive 1
Inconsistent mood 1
Judgemental 1
Aggressive approach to underwritt en bid Business 1 Weakest at plotti ng turaround of a client 1
Person F Relationship Management 1 Not well informed 1
Cross-seeeling 1
Person G Keeps informed 1 needs to mature 1
Cooperative 1
Cross-selling 1
Person H Made Strides on improving working relationship inside firm 1 Spend more times on writt en products 1
Positive Atti tude 1 presentation Skill very casual 1
Product knowledge 1
Good Understanding of Product 1
Commercial Instinct 1
Avoids problem Deals 1
Accurate pricing view 1
Strong Relationship Skill 1
Aggressive selling skill 1
Make is difficult for clients to say no 1
Outside IBD Knows his clients well 1
Person I Good sense for client objectives & desires 1 Diffi cult to get response 1
Grasp for funding requirement and clients interest 1 too busy to follow up
Willing to call his clients and ask for feedback 1 No taking leadership Role 1
No qualms about asking questions about their needs and interests 1 could step up his role 1
Helpful in dealing in cross-selling derivative products 1
Person J Quality of contact/relationship with treasury staff at banks 1
Willingness to provide introductions 1
Willingness to cross-sell 1
participitating other group presentation 1
Enhance the client's preception of the cohesive nature of Morgan Stanlay 1
Person K Aggressive 1 Too many irons in the fire 1
Target oriented 1 He needs help 1
Creative in pitches to customers 1
Imrovising 1
Relentless 1
Call from bank increased since he joined 1
Good Judjement in his client approaches 1
Steppled up profile 1
Total 61 30
Word Of Mouth

Evaluation

61 30
Employee Rob Parson
Job Mkt Cov Professional
Dept Capital Investment
EMP# 2
Summary of Perfomance Rating

Be lo w A v e rage
Exce lle n t

A v e rge
Good
S.No Criteria Remarks
1 Professional Skills Time Management, Planning,
A. Market and Product Knowledge √ team Management poor
B. Analytical/Quantitative/Problem Solving Skills √ N
C. Creativity √ o
D. Initiative and Commitment √
E. Judgment and Decision Making √ t
F. Versatility √
G. Oral Communication Skills √
H. Written Communication Skills √
S
I. Professionalism u
2 Commercial Orientation
A. Relationship Management √
i
B. Cross-Selling/Selling √ t
C. Commercial Instincts/Revenue Contribution √
D. Enhances PBT/Expense Control
a
√
E. Adherence to Firm Policies/Limits √ b
F. Deal Execution/Project Management
3 Management Skills
√ l
A. Global Business Management e
B. Leadership and Management of People √
C. Evaluation, Development and Coaching
D. Management of Diverse Workforce f
E. Management of Firm’s Resources √
F. Time Management √
o
G. Planning √ r
One Firm Contribution
A. Team Player Skills √
B. Contributes to MS and External related community M
Rob Parson: Colleague Arithmethic 3.4 3.6
Rob Parson: Colleague Overall Rating 3.5 2.8 D
 Assessment For Promotion of Managning Director
Emoplyee Name: Rob L Parson
Department: Capital Market Investment
Desination: Market Coverage professional
Principal-Investment Banking Division
S.no Skills Required for Promotion Strong Weak Remarks
1 Highest level of technical expertise in corporate financing √
Significant experience in resolving complicated unprecedented
2 problems. √
Commands respect for knowledge and insight among vast array of Needs to work
3 people inside and outside the Firm. √ on"We"
4 Highly developed planning and organization skills. √ Poor Planner
Able to persuade and influence others at highest levels (CEO’s,
5 Presidents) Clients will have complete confidence. √
Probably well known within the industry and /or sphere of
6 expertise. √
Displays leadership by clearly, credibly and consistently Impulsive, not a
7 articulating departmental visions and strategies. √ Team Player
8 Lead by Example √ Nees to work on it
He lacks crucial leadership skill that MD requires to posess as per the organisation's policy, needs coaching and
counciling to hone those skills, so I will not recommend him to be promoted to the position of MD as of now.
• Should be coached and counselled
• Hone leadership skill by giving small leadership role
• Bitten more than he can chew so reduce the work load
• Paul should crack his whip and let him know who is the top DOG
• One to one conversation with everyone
• Help him to develop his capacity to engage with others and learn the power of collaboration
• Ask the rock star work with other people on the team to mentor them and develop them
• Paul should not go into the habit of feeding an ego
• Don’t neglect rest of the team
• Make sure that team’s work load is reasonable
THANK YOU