• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content







Total Views
Views on SlideShare
Embed Views



0 Embeds 0

No embeds



Upload Details

Uploaded via as Microsoft Word

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    ConsultingCasesToOrder.doc ConsultingCasesToOrder.doc Document Transcript

    • Executing Change: Three Generic Strategies Author(s): Nohria, Nitin; Khurana, Rakesh Describes the strengths and weaknesses of three generic strategies for implementing change-- programmatic change, discontinuous change, and emergent change. Subject(s): Leadership; Management communication; Management of change; Organizational change Type: Note Publication Date: 8/24/93 Product Number: 494039 Length: 8p Source: Executing Change: Seven Key Considerations Author(s): Nohria, Nitin; Khurana, Rakesh Provides a 7S framework to complement the McKinsey 7S framework. Focuses on some of the critical choices that must be made in implementing change--Strategic Intent, Substance, Scale, Scope, Speed, Sequence, and Style. Overall, the note argues that these choices must be made so that they are coherent and robust. Subject(s): Leadership; Management communication; Management of change; Organizational change Type: Note Publication Date: 8/24/93 Product Number: 494038 Length: 9p Source: Rob Waldron at SCORE! Educational Centers (Abridged) Author(s): Thomas, David A.; Woerner, Stephanie Describes Rob Waldron's actions upon assuming leadership of SCORE! Educational Centers, an after-school tutoring enterprise. Examines the issue of acquiring and growing a small, privately- owned company into a professional organization, especially regarding corporate culture. Describes the measures Waldron takes to build a culture and how he maintains the culture after the acquisition. Focuses on Waldron's actions in dealing with a growing employee morale problem. Concludes with Waldron deciding whether or not to alter the company's recruiting strategy. Includes SCORE! background material. Teaching Purpose: Designed to be taught in one day, covering issues of change, growth, human resource systems, corporate culture, and leadership. A rewritten version of an earlier case. Subject(s): Acquisitions; California Research Center; Corporate culture; Education; Employee training; Growth management; Human resources management; Leadership; Management of change; Recruitment; Succession planning Setting Information: Geographic Setting: United States
    • Industry Setting: supplemental education/learning center Number of Employees: 200 Case Time Frame Start: 1996 Case Time Frame End: 1998 Type: Case (Field) Publication Date: 1/2/02 Product Number: 401018 Length: 27p Source: The Professional Pledge and Conflict of Interest Author(s): Nanda, Ashish Argues that professionals pledge fiduciary responsibility towards their clients to minimize the occurrence of conflicts of interest, which are socially inefficient. Professional associations are formed to ensure that in their practices, professionals live by their professional pledges. Teaching Purpose: Can be used to discuss professional responsibility and the role of professional associations. Subject(s): Conflicts of interest; Consulting; Ethics; Investment banking; Legal services; Management of professionals; Professionals Type: Note Publication Date: 1/25/99 Product Number: 899177 Length: 3p Source: Martha McCaskey Author(s): Van Dissel, Bart J. Describes the situation of a consultant, Martha McCaskey, who believes she faces an ethical dilemma in completing her current assignment. The consulting firm she works for specializes in competitive analysis, and has recently found a niche doing what is referred to as "gentleman's industrial espionage." Describes the business, organizational, and personal factors influencing Martha's behavior. Students are also given a wide range of options from which to choose what they would do in this situation. The objective is to raise students' awareness about 1) their own values and decision rules around ethical dilemmas, and 2) how organizational and business factors influence their behavior around ethical problems. Subject(s): Consulting; Ethics; Organizational behavior; Values Setting Information: Geographic Setting: San Francisco, CA Industry Setting: consulting Company Size: small Number of Employees: 30 Case Time Frame Start: 1987
    • Case Time Frame End: 1987 Supplemental Material(s): Type: Case (Field) Publication Date: 4/30/89 Product Number: 488021 Length: 13p Source: When Consultants and Clients Clash Author(s): Kesner, Idalene F.; Fowler, Sally This fictitious case study by Idalene F. Kesner, the Frank P. Popoff Professor at Indiana University, and Sally Fowler, assistant professor at Victoria University, explores the issues that arise when the wires get crossed between a team of consultants and their key client. The client is the CEO of a newly-merged company; the consultants have been hired to help knit together the two former companies' policies and cultures. Unfortunately, the client's impression of the current status of the new company and the consultants' assessment of the situation facing them are vastly different. Four experts from the business world and academia advise the consultants and the client about their options, offer their perspectives on what makes a good client/consultant relationship, and discuss the difficulties that face newly merged companies. Subject(s): Conflict; Consulting; Contracts; HBR Case Discussions; Management of professionals; Mergers; Policy implementation; Policy making; Professionals Type: Harvard Business Review Article Publication Date: 11/1/97 Product Number: 97605 Length: 11p Source: e-Consulting Author(s): Nanda, Ashish; DeLong, Thomas J.; Landry, Scot; Agan, Thomas E. Provides an overview of the history and development of the e-consulting industry, as well as the issues facing it. Subject(s): Consulting; Consulting firms; Electronic commerce; Management of professionals; Professional services; Service organizations Type: Note Publication Date: 4/25/00 Product Number: 800312 Length: 28p Source:
    • Timberjack Parts: Packaged Software Selection Project Author(s): McFarlan, F. Warren; Romanow, Darryl S.; Keil, Mark Focuses on the selection of packaged software to serve multiple sites within the context of a multinational company. Describes the creation of an RFP and the selection of a software vendor. Centers around two competing proposals with the decision point being which one to choose. With the growth of enterprise-wide software solutions, the case provides a realistic, current, and detailed view of software procurement in an international business environment. Teaching Purpose: To give students the opportunity to critique a company's software selection process including RFP creation and proposal evaluation. Subject(s): Computer systems; Data processing; Forest products; Information systems; Information technology; International operations; Materials management; Multinational corporations; Software Setting Information: Geographic Setting: United States and Scandinavia Industry Setting: forestry Number of Employees: 1,600 Case Time Frame Start: 1995 Case Time Frame End: 1995 Supplemental Material(s): Type: Case (Field) Publication Date: 2/25/98 Product Number: 398085 Length: 21p Source: How to Fail in Project Management (Without Really Trying) Author(s): Pinto, Jeffrey K.; Kharbanda, Om P. Project management techniques have met with widespread acceptance as a means of expediting product development, making efficient use of resources, and stimulating cross-functional communication. Not only manufacturing firms, but also legal offices, hospitals, and local governments have accepted project management as an indispensable part of their operations. Yet failures and outright disasters abound in the history of project management. A study of these failures indicates a dozen sure-fire methods for dooming a project: ignore its environment; push a new technology to market too quickly; don't bother to build in fallback options; when problems occur, shoot the person most visible; let new ideas starve to death from inertia; don't bother conducting feasibility studies; never, ever admit a project is a failure; micromanage the project managers and their teams; never, ever conduct post-failure audits; never try to understand project trade-offs; let politics dictate crucial project decisions; and make sure the project is run by a weak leader. However, past failure need not discourage us from future efforts. Indeed, it is through these past failures that we gain the savvy to push on to successful ventures.
    • Subject(s): Operations management; Process analysis; Product development; Production planning; Project management Type: Business Horizons Article Publication Date: 7/15/96 Product Number: BH010 Length: 9p Source: Business Horizons/Indiana University Corning Glass Works: The Z-Glass Project Author(s): Clark, Kim B. Considers decisions facing the leader of a manufacturing staff project team assigned to a plant where yields have deteriorated sharply. The process is complex: the plant organization is not cooperative and there are deep disagreements about what is wrong and how to fix it. Provides an opportunity to analyze yields and productivity, as well as the organizational and personal challenges inherent in line-staff interaction. Subject(s): Conflict; Glass & glassware industry; Line & staff management; Manufacturing strategy; Operations management; Process analysis; Productivity; Project management Setting Information: Geographic Setting: Northeast Industry Setting: glass products Case Time Frame Start: 1978 Case Time Frame End: 1978 Supplemental Material(s): Type: Case (Field) Publication Date: 1/24/97 Product Number: 681091 Length: 17p Source: Lehman Brothers (B): Decline of the Equity Research Department Author(s): Nanda, Ashish; Groysberg, Boris Tracks the rapid decline of Lehman Brother's equity research department from August 1992, when beset by declining ranking, low morale, and high turnover, firm management decides to clean house and reinvest in building the department. Teaching Purpose: Highlights the fragility of a high performing professional service organization. Emphasizes the absence of continued attention and investment can lead to the rapid collapse of a performing professional service organization.
    • Subject(s): Human resources management; Investment banking; Leadership; Organizational change; Professional services; Strategy implementation Setting Information: Geographic Setting: Global Industry Setting: investment banking Number of Employees: 250 Case Time Frame Start: 1987 Case Time Frame End: 1992 Also of Interest: Type: Case (Field) Publication Date: 7/9/01 Product Number: 902003 Length: 26p Source: Integral Consulting Author(s): Guinan, P.J.; Mulhern, Valerie; Wylie, David The new knowledge management system at Integral Consulting seemed to represent a solution that would allow the firm to leverage its resources. Installing it and getting people to use it, however, were two different issues. Explores how employees should be encouraged and rewarded for using this system. Teaching Purpose: The case is most appropriate for graduate and executive classes in technological innovations. Knowledge management cuts across several disciplines: strategy, IT, and organizational behavior. Subject(s): Coaching; Communication in organizations; Consulting firms; Groupware; Information technology; Intellectual capital; Knowledge management; Technological change Setting Information: Geographic Setting: Massachusetts Industry Setting: consulting Supplemental Material(s): Type: Case (Field) Publication Date: 5/23/01 Product Number: BAB009 Length: 15p Source: Babson College
    • Knowledge Management and Competition in the Consulting Industry Author(s): Sarvary, Miklos This article analyzes how Knowledge Management (KM) is likely to affect competition in the management consulting industry. KM represents a fundamental and qualitative change in this industry's basic production technology. Because management consultants acquire information directly from their customers, for these firms, KM technology exhibits increasing returns to scale. As such, although KM clearly represents an opportunity for some consultants to build a sustainable competitive advantage, it is likely to lead to a shake-out. Based on the industry's early experience with KM systems, this article describes a number of possible future outcomes as well as strategies that consultants can follow. Subject(s): Competition; Competitive advantage; Consultants; Consulting; Industry analysis; Knowledge management Type: CMR Article Publication Date: 1/1/99 Product Number: CMR144 Length: 14p Source: California Management Review