學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
J.P. Morgan Private Bank (A): From advisory to best-in-class service offering
內容大綱
SEPTEMBER 2020: Adam Tejpaul and Gabriele Zaninetti were just tasked with the most transformative project J.P. Morgan Private Bank had faced in over 15 years, i.e. the integration of advisory services as part of their offerings. Adam knew the private banking industry inside-out and had witnessed all major changes in the private banking industry. J.P. Morgan private bank was renowned for the quality of its services and an insightful advising culture, but it needed to capitalize on its strengths, namely its strong due diligence and advisory services. How could Adam convince the organization that a change in the investment service model was needed despite being profitable? What options did Adam have to change the advisory model and prepare the bank for the new market environment? How would the new model answer the needs of internal (advisors) and external (clients) customers? How could he implement such an important IT-heavy initiative to bring the most value to the client advisors and clients? What would be the key success factors in this new technology- and fee-based advisory model? What options did they have to implement Engage within J.P. Morgan's IT infrastructure?