Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 April 2004
Length: 13 pages
Data source: Field research
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Abstract
Sherif Mityas, recently promoted as project manager at AT Kearney, faced a client service challenge in his very first project experience. Mityas had been working closely for six weeks with the management team of the US subsidiary of a Japan-headquartered consumer products company to identify ways to turn around the US operations. Following the mid- project status meeting, executives from the Japanese parent company made an unexpected request that placed Mityas in a quandary. Mityas related the situation: 'At the conclusion of the mid-project meeting, I felt confident that we had made solid recommendations about turning around the US operations. But the Japanese parent company executives made a difficult request. They wanted us to evaluate the ability of the US management team to carry out the turnaround. US management had been instrumental in our being able to understand and analyze the situation comprehensively and we would need their unstinted cooperation for our future work to be meaningful. If they came to know that we were simultaneously evaluating them, we could lose their trust. But then, the Japanese executives represented the client. I didn't know how to proceed'.
Locations:
Industry:
Size:
3,000 employees, USD950 million revenues
Other setting(s):
1996-2003
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 April 2004
Length: 1 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 April 2004
Length: 2 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 April 2004
Length: 2 pages
Data source: Field research
About
Abstract
Sherif Mityas, recently promoted as project manager at AT Kearney, faced a client service challenge in his very first project experience. Mityas had been working closely for six weeks with the management team of the US subsidiary of a Japan-headquartered consumer products company to identify ways to turn around the US operations. Following the mid- project status meeting, executives from the Japanese parent company made an unexpected request that placed Mityas in a quandary. Mityas related the situation: 'At the conclusion of the mid-project meeting, I felt confident that we had made solid recommendations about turning around the US operations. But the Japanese parent company executives made a difficult request. They wanted us to evaluate the ability of the US management team to carry out the turnaround. US management had been instrumental in our being able to understand and analyze the situation comprehensively and we would need their unstinted cooperation for our future work to be meaningful. If they came to know that we were simultaneously evaluating them, we could lose their trust. But then, the Japanese executives represented the client. I didn't know how to proceed'.
Settings
Locations:
Industry:
Size:
3,000 employees, USD950 million revenues
Other setting(s):
1996-2003
Related
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 April 2004
Length: 1 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 April 2004
Length: 2 pages
Data source: Field research
Subject category:
Strategy and General Management
Published by:
Harvard Business Publishing
Version: 8 April 2004
Length: 2 pages
Data source: Field research