When Consultants and Clients Clash HBR Case Study and Commentary

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Management article

Reference no. 97605

Authors: Idalene F. Kesner (Kelley School of Business, Indiana University Bloomington); Sally Fowler (University of Victoria); John Rau (Chicago Title & Trust Company); Charles J Fombrun (Stern School of Business, New York University); Robert H Schaffer (Robert H Schaffer & Associates); David H Maister (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: "Harvard Business Review", 1997

Version: 1 November 1997

Revision date: 30-Jan-2013

Length: 20 pages

Topics: Contracts; Mergers; Policy making; Managing professionals; Conflict

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Abstract

THIS CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY-ONLY AND COMMENTARY-ONLY. 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. In 97605 and 97605Z, John Rau, Charles Fombrum, Robert H Schaffer, and David H Maister 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.

Industry:

Consulting services