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This supporting video is to accompany the case. The abstract is as follows: Kinsley Lord is a UK-based management consulting firm, which works with CEOs and senior management teams to create and implement innovative and far-reaching change management programmes. It is reputed to be a challenging and exciting environment to work in, where individual consultants are given considerable autonomy and where all staff are involved in the management of the firm. With almost 30 consultants and practice management staff and revenue of almost 4m in 1994, it has developed a strong reputation in the UK, particularly for its work with central government clients. This case examines the challenges of managing a professional services firm as it grows and confronts the need for fundamental change. The case covers the first ten years in the history of Kinsley Lord, from its founding in 1986, to its acquisition by Towers Perrin in 1995. It examines the reasons for Kinsley Lord's success, why that success was not sustained, and how the firm recovered from the crisis. The case asks students to consider the choices confronting the new CEO following the acquisition, as he attempts to create value from the relationship with Towers Perrin, while preserving the inherent strengths of Kinsley Lord.