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The case outlines how regional managing partner (RMP) Albert Ng steered Ernst & Young (EY) China through a period of significant growth from 2009, when it was the smallest of the Big Four firms in China, to 2017, by when it had become the second largest firm. Partners worldwide felt a sense of shared achievement, since EY Global had come together with China leadership to invest in building a strong China practice that was integral to all of EY. But Ng was not resting content. he believed that EY China was at a critical juncture. Chinese economic growth, which had partially fueled EY China's dramatic rise, was slowing down, just as competition was intensifying. Was EY China prepared to face the challenges that lay ahead?

Julie Rice and Elizabeth Cutler founded SoulCycle, an indoor cycling studio chain, in 2006 as more than a health club; they wanted it to become a lifestyle brand that would "empower riders in an immersive fitness experience." By early 2015, SoulCycle had grown to 38 studios in seven metropolitan areas. In March 2015, Equinox, a luxury fitness company that had financed SoulCycle's expansion in 2011, approached the co-founders with an offer to buy them out for $90 million each. It was an attractive offer but it would also likely circumscribe their responsibilities. Rice and Cutler had to decide whether to accept the Equinox offer as a prelude to smaller roles at the firm (even potential exit), or continue investing time, energy, and financial resources in growing the business.

The German country managing partner of a global law firm must decide how to respond to a corporate mandate to restructure its client portfolio. The case enables a discussion of different types of clients in a global professional service firm in terms of relative revenues, profitability, and strategic significance. It also highlights the tensions between local subsidiaries and corporate headquarters with respect to managing client portfolios.

Supplements the (A) case, 906034.

Supplements the (A) case, 906034.

Under Jack Rivkin's leadership, Shearson Lehman's research department rose from relative obscurity to the highest ranking research department on Wall Street within three years. When Rivkin is promoted to head of equity, he wonders how to succeed in his new position.

Outlines the conceptual framework, module structure, and service flow of an MBA course on professional services.

Discusses the compensation of professionals--partners and nonpartners--in a professional services firm. Discusses the considerations that determine the choice of compensation systems and the interrelationship between compensation and other human resources management systems in professional services firms.

Supplements the (A) case.

This case discusses the problem of balancing demand and supply of professionals over time using a fictional scenario.

Describes the evolution of the American Medical Association from its origin in 1847 to 1997, when two-thirds of physicians chose not to join the association.

This case comments on the responsibility of professional organizations to respond openly to public accusations of wrongdoing by its members. It briefly relates the circumstances of the sexual abuse scandal in the Boston archdiocese of the Roman Catholic Church and the American Institute of Certified Public Accountants' handling of concerns about auditor independence. The case suggests that professional associations can learn from these unsuccessful attempts to suppress public concerns about practitioners.

Supplements the (A) case.

With the battle for the best and brightest people heating up again, you're most likely out there looking for first-rate talent in the ranks of your competitors. Chances are, you're sold on the idea of recruiting from outside your organization--developing people within the firm takes time and money. But the authors, who have tracked the careers of high-flying CEOs, researchers, software developers, and leading professionals, argue that top performers quickly fade after leaving one company for another. To study this phenomenon in greater detail, the authors analyzed the ups and downs of more than 1,000 star stock analysts, a well-defined group for which there are abundant data. The results were striking. After a star moves, not only does his performance plunge, but so does the effectiveness of the group he joins--and the market value of his new company. Moreover, transplanted stars don't stay with their new organizations for long, despite the astronomical salaries firms pay to lure them from rivals. Most companies that hire stars overlook the fact that an executive's performance is not entirely transferable because his personal competencies inevitably include company-specific skills. When the star leaves the old company for the new, he also leaves behind many of the resources that contributed to his achievements. As a result, he is unable to repeat his performance in another company--at least not until he learns to work the new system, which could take years. The authors conclude that companies should focus on cultivating talent from within and do everything possible to retain the stars they create.

Supplements the (A) case.

Supplements the (A) case.

The case describes the history of the executive search firm Egon Zehnder International (EZI) from its inception through 2000. Internal and environmental changes lead EZI leaders to question whether the firm might be at an inflection point in its history. The EZI executive committee contemplates whether and how to engage in a strategy review process.