Growing Pains at Stroz Friedberg Harvard Case Solution & Analysis

In late spring 2009, Stroz Friedberg co-presidents Edward Stroz Friedberg and Eric were set growth targets for 2010. A leading global consulting firm, they built specialized in risk management and disclosure of digital digital evidence and grew very quickly. With the financial director of the company, they believed that the company could grow from $ 58 million to $ 72 million, up 27% compared to the previous year. However, the 11 offices of the company presented the first draft of the 2010 fiscal year plans, which together accounted for the entire company earnings as $ 53 million, the growth rate of negative 10.2%. In previous years of rapid growth have been successful, but a complex and thorough review of the firm's culture, systems, structures and processes at the end of 2008 led to a significant set of changes to which the organization was still adjusting. Stroz Friedberg and wondered whether to push for continued, aggressive growth. "Hide
by David Garvin, Carin-Isabel Knoop Source: Harvard Business School 20 pages. Publication Date: December 17, 2010. Prod. #: 311008-PDF-ENG

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