Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 8 March 2007
Length: 34 pages
Data source: Field research
Share a link:
https://casecent.re/p/67194
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
In the spring of 2005, Chief Executive Officer Jeff Leerink has called a meeting of the executive committee to formulate Leerink Swann's growth strategy over the next five years so that it accomplishes three goals: (1) expand into a new business; (2) reinforce the firm's legacy businesses; and (3) maximize the synergies between different parts of the firm. Covers the history of the boutique investment bank, including the nature and source of its personnel and culture, the development of its competitive strategy, the leadership style of its founder, and the development of each department, product, and function.
Location:
Industry:
Size:
USD100 million revenues
Other setting(s):
2005
About
Abstract
In the spring of 2005, Chief Executive Officer Jeff Leerink has called a meeting of the executive committee to formulate Leerink Swann's growth strategy over the next five years so that it accomplishes three goals: (1) expand into a new business; (2) reinforce the firm's legacy businesses; and (3) maximize the synergies between different parts of the firm. Covers the history of the boutique investment bank, including the nature and source of its personnel and culture, the development of its competitive strategy, the leadership style of its founder, and the development of each department, product, and function.
Settings
Location:
Industry:
Size:
USD100 million revenues
Other setting(s):
2005