Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 21 June 2001
Length: 21 pages
Data source: Field research
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Abstract
Describes a young Web consulting firm going through a very rapid period of growth in late 1999 and 2000. The founder/CEO sees himself as a strategist and marketer who is less well-suited to the operational details, that are expanding as the firm grows. A president is hired, but fired soon after. Raises issues of what the founder''s role is and should be, whether a new president is required, whether the new expanded senior team can take on some of these responsibilities, and if or how the founder must change.
Location:
Industry:
Size:
Small, 100 employees, USD10 million revenues
Other setting(s):
2000
About
Abstract
Describes a young Web consulting firm going through a very rapid period of growth in late 1999 and 2000. The founder/CEO sees himself as a strategist and marketer who is less well-suited to the operational details, that are expanding as the firm grows. A president is hired, but fired soon after. Raises issues of what the founder''s role is and should be, whether a new president is required, whether the new expanded senior team can take on some of these responsibilities, and if or how the founder must change.
Settings
Location:
Industry:
Size:
Small, 100 employees, USD10 million revenues
Other setting(s):
2000