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Case
| HBS Case Collection
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2000
(Revised from original 1999 version)
Morgan Stanley: Becoming a "One-Firm Firm"
by
M. Diane Burton, Thomas J. DeLong and Katherine Lawrence
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Abstract
John Mack, the newly appointed president of Morgan Stanley, feels strongly that the firm needs to change in order to compete in a changing investment banking environment. Mack and his senior team undertake initiatives in order to transform the culture and working style of the firm from individualistic to team-oriented. The case provides detailed information about Morgan Stanley's existing culture and systems as well as the kinds of changes that it hopes to make. Morgan Stanley views the human resource management systems as a tool for attaining strategic objectives.
Keywords: Human Resources;
Goals and Objectives;
Organizational Change and Adaptation;
Organizational Culture;
Performance Evaluation;
Competitive Strategy;
Citation:
Burton, M. Diane, Thomas J. DeLong, and Katherine Lawrence. Morgan Stanley: Becoming a "One-Firm Firm". Harvard Business School Case 400-043, May 2000. (Revised from original December 1999 version.)