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Question 1Morgan Stanley underinvested in information applied science because engine room supply low on its list of investing priorities . As a prove many of the lines that the phoner was facing could be traced filmdom to outmoded technology . For example , employees in the sell brokerage firm firm section had to come to work on weekends to sire printouts as the old workstations could not handle the pot during business office hours . The nodes were as well complaining about the outdated website which make it difficult to site the required information . stock-still the wariness refused to sanction excess spending in upgrading technology because it failed to make up ones mind the relevance of technology in improving monetary run . This misconception may take in been the run of a write down of knowledge ab out what the customers authentically valued in foothold of the delivery format of financial go . As mentioned in the case , the management of the company had the mistaken impression that it was unless the clients with small enthronisation packages who valued upgraded online avails . 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 make result of lack of knowledge about the agonisticness that the congruous 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 stain at the m to give much thought to the competiti! ve possibilities of technological edification because it was embroiled in a leading crisis characterized by broad(prenominal) employee employee turnover .

The objective of profit maximization by dint of cost-cutting also led to the underinvestmentQuestion 2The optical fusion with Dean Witter was disruptive because of the concussion of devil different organizational cultures . As a result , employees in the retail brokerage section began to feel dissatisfy with the workings environment . As mentioned in the case , they were not welcomed into the Morgan Stanley organizational culture as new employees but wer e do by as employees 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 unsafe 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 winning 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, gild it on our website: OrderCustomPaper.com

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