Thierry Porte, President of Morgan Stanley Japan had the brisk November day in Tokyo with Eric Best, Morgan Stanley’s head of scenario planning, outlines the exercise that all of the managers in Japan would participate in the near future. Japan remained stuck in recession frustrating and unresponsive to attempts to revive the economy. The US-led global economic slowdown, partly triggered by the post-September 2001 war against terrorism, complicated the situation and c … Read more »

Thierry Porte, President of Morgan Stanley Japan had the brisk November day in Tokyo with Eric Best, Morgan Stanley’s head of scenario planning, outlines the exercise that all of the managers in Japan would participate in the near future. Japan remained stuck in recession frustrating and unresponsive to attempts to revive the economy. The US-led global economic slowdown, partly triggered by the post-September 2001 war against terrorism, complicated the situation and contributed to the difficult times within the investment banking industry. Porte was at the head of the Tokyo office since 1995 and grew up there was a revenue base of $ 1.2 billion and 1,500 employees – a point where it was a healthy contribution to the company’s bottom line and his second goal of non- U.S. office (to London). He considered that this was the time to continue to invest in Japan, to stay the course or to actively manage resources from Japan. Including color exhibits.
To maximize their effectiveness, color cases should be printed in color.
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from
Tarun Khanna,
Louis P. Jr. Dilorenzo
Source: HBS
11 pages.
Release Date: 04 February, 2002. Prod #: 702 458 PDF-ENG
Morgan Stanley Japan – 2002 HBR case solution