When Consultants and Clients Clash

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Management article

Reference no. 97605Z

Authors: Idalene F. Kesner (Harvard Business School); Sally Fowler (University of Victoria); John Rau (Harvard Business School); Charles Fombrum (Harvard Business School); Robert H Schaffer (Harvard Business School); David H Maister (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: "Harvard Business Review", 1997

Revision date: 30-Jan-2013

Length: 12 pages

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

Share a link: https://casecent.re/p/65749

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Abstract

For teaching purposes, this is the commentary-only version of the HBR case study. 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