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Question 1Morgan Stanley underinvested in information engine room because engineering bedded low on its list of investing priorities . As a consequence many of the enigmas that the phoner was facing could be traced covering fire to outmoded technology . For example , employees in the sell brokerage firm firm section had to come to work on weekends to weigh printouts as the old workstations could non handle the intensiveness during home hours . The nodes were as well complaining about the outdated website which do it difficult to site the required information . except the charge refused to sanction excess spending in upgrading technology because it failed to disclose the relevance of technology in improving monetary work . This misconception may take in been the emergence of a discard of knowledge about what the customers authentically valued in terms of the delivery format of financial operate . As mentioned in the case , the management of the company had the mistaken impression that it was still the clients with small enthronisation packages who valued upgraded online overhauls . Yet as it turned out , the hand clients in terms of the volume of their investment portfolios withal extremityed online servicesThe underinvestment in information technology is the convey result of lack of knowledge about the agonisticalness that the neat application of technology can create . For example , at the same succession that the management at Morgan Stanley was downgrading technology in its list of investment priorities , its competitor Merrill Lynch was spending a billions dollars in smart information systems . This illustrates the important role that technology plays in improving delivery of financial services . However the management at Morgan Stanley was not in a mail at th e m to give much thought to the competitive! possibilities of technological edification because it was embroiled in a leaders crisis characterized by broad(prenominal) employee dollar volume .

The objective of profit maximization through and through cost-cutting also led to the underinvestmentQuestion 2The coalition with Dean Witter was disruptive because of the detrition of devil different organizational cultures . As a result , employees in the sell brokerage section began to feel displease with the workings environment . As mentioned in the case , they were not welcomed into the Morgan Stanley organizational culture as new employees but were treat as emplo yees who worked outside the system . This resulted in high employee turnover . An additional factor which analysts declared as the main problem at Morgan Stanley was the underinvestment in technology Particularly in retail brokerage this turned out to be a heartbreaking hitch to the employees ability to perform because in customizing financial services to the investment portfolios of different customers brokers needed to access information on the customer s transaction history quickly . Yet because the technology purchasable was not up to the task , brokers could not service their customers in effect and efficiently . As a result , the employees in retail brokerage began to leave the company victorious some of the roughly profitable customers with themAs mentioned in the case , the merger created a match in terms of the digital , ethnical and philosophical aspects of the...If you want to get a full essay, severalize it on our website: O rderCustomPaper.com

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