Helvetic Management Consulting: Growth and Strategic Renewal: Part A: Growth and Need for Strategic Renewal
Type
case study
Date Issued
2011
Author(s)
Abstract
This is part A of a two-case series (311-022-1 and 311-023-1). The foundation, growth, and business model of Helvetic Management Consulting, a mid-sized Swiss consulting firm, is described from 1977 to 2004. The year 2004 marks a time when the firm faces severe problems triggered by a market downturn and a resulting misfit between its positioning, management system, and ownership model and the new market environment. It can be used to illustrate the challenges and potential shortcomings in a professional service firm's business model and positioning and to think about adequate initiatives for strategic renewal and change. This case is the first part of a two-case series. Part B describes the process of strategic renewal, that is, the actual events and strategic initiatives undertaken at Helvetic Management Consulting
Funding(s)
Language
English
Keywords
Strategy
Change
Strategic renewal
Growth
Management consulting
Professional service firm
Leadership
Ownership model
Inertia
Strategic initiative
Market positioning
Incentive system
Organizational crisis
Resistance
HSG Classification
contribution to education
Refereed
No
Publisher
ECCH
Subject(s)
Division(s)
Eprints ID
72436