Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

This is part B of a two-case series. Part A describes the foundation, growth, and business model of Helvetic Management Consulting, a mid-sized Swiss consulting firm from 1977 to 2004. The year 2004 marks a time when the firm faces severe problems triggered by a market downturn and a resulting misfit between its positioning, management system, and ownership model and the new market environment (characterized by changing client demands and increased competition). This part B describes the process of strategic renewal at Helvetic and shows the actual events. The new managing director initiates three major renewal activities between 2004 and 2007, which he implements in the face of severe internal obstacles and inertial forces. Two additional strategic growth initiatives in 2007 and 2008 are described that should set the stage for future growth of the firm. Taught together, the two parts present material that is highly suitable for stimulating discussion and analysis on the full process of strategic renewal and change in a professional service firm (PSF). Discussion themes include the triggers of strategic renewal, concrete renewal activities and initiatives, challenges, obstacles, inertial forces, and inhibitors in the renewal process, and outcomes of strategic renewal processes. Part B requires the information given in Part A as a foundation.
Size:
SME, around 30 employees
Other setting(s):
2004-2010

About

Abstract

This is part B of a two-case series. Part A describes the foundation, growth, and business model of Helvetic Management Consulting, a mid-sized Swiss consulting firm from 1977 to 2004. The year 2004 marks a time when the firm faces severe problems triggered by a market downturn and a resulting misfit between its positioning, management system, and ownership model and the new market environment (characterized by changing client demands and increased competition). This part B describes the process of strategic renewal at Helvetic and shows the actual events. The new managing director initiates three major renewal activities between 2004 and 2007, which he implements in the face of severe internal obstacles and inertial forces. Two additional strategic growth initiatives in 2007 and 2008 are described that should set the stage for future growth of the firm. Taught together, the two parts present material that is highly suitable for stimulating discussion and analysis on the full process of strategic renewal and change in a professional service firm (PSF). Discussion themes include the triggers of strategic renewal, concrete renewal activities and initiatives, challenges, obstacles, inertial forces, and inhibitors in the renewal process, and outcomes of strategic renewal processes. Part B requires the information given in Part A as a foundation.

Settings

Size:
SME, around 30 employees
Other setting(s):
2004-2010

Related