Ernst & Young United Kingdom (A) (Abridged) Harvard Case Solution & Analysis

Designed for reliable example of the problems encountered in the early stages of large-scale institutional transformation efforts in a professional service firm. Describes a large-scale change program initiated and led by the new managing partner and a small group of companies leaders. The first half describes the conceptual phase, the process of getting all of the company "buy-in" to the idea of ​​change, and launching 10 initiatives change. In the second half focuses on three issues that emerge from the change in leadership, that they intend to address in the coming year. The first relates to the organization of the London office (which account for more than half the income of firms and professionals). The large size of the London office and functional structure seemed to impede his ability to effectively position themselves VIS-A-VIS market and determine its internal lines of accountability. The second problem is more frequent feedback that many people have been overwhelmed by the number of changes and initiatives were baffled by how the initiatives related to each other. There was a general call for a change of direction to offer a clear vision. "Hide
by John J. Gabarro, Samantha K. Graff Source: Harvard Business School 19 pages. Publication Date: March 15, 1996. Prod. #: 496049-PDF-ENG

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