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Helvetic Management Consulting: Growth and Strategic Renewal: Part A: Growth and Need for Strategic Renewal

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abstract This is part A of a two-case series (311-022-1 and 311-023-1). The foundation, growth, and business model of Helvetic Management Consulting, a mid-sized Swiss consulting firm, is described 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. It can be used to illustrate the challenges and potential shortcomings in a professional service firm's business model and positioning and to think about adequate initiatives for strategic renewal and change. This case is the first part of a two-case series. Part B describes the process of strategic renewal, that is, the actual events and strategic initiatives undertaken at Helvetic Management Consulting
   
type case study (English)
   
keywords Strategy; Change; Strategic renewal; Growth; Management consulting; Professional service firm; Leadership; Ownership model; Inertia; Strategic initiative; Market positioning; Incentive system; Organizational crisis; Resistance
   
project Strategic Renewal
date of appearance 2011
publisher ECCH
review not reviewed
   
citation Kreutzer, M. (2011). Helvetic Management Consulting: Growth and Strategic Renewal: Part A: Growth and Need for Strategic Renewal: ECCH.