Growth and Strategic Renewal
This combined case covers a two-case series A and B. In part A, 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 (characterized by changing client demands and increased competition). In part B, the process of strategic renewal and the actual events at Helvetic is described. 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 to 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.
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