Case | HBS Case Collection | December 1999 (Revised May 2000)

Morgan Stanley: Becoming a "One-Firm Firm"

by M. Diane Burton, Thomas J. DeLong and Katherine Lawrence

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, December 1999. (Revised May 2000.)