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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.

Supplements the (A) case.

This case presents a simple model of the drivers of profitability in a professional service partnership and conducts an empirical exploration of the determinants of profitability among AmLaw 100 firms over the period 1994 to 1999.

This case provides a definition of strategy, distinguishes between corporate and practice strategy, and discusses how and why developing and implementing strategy for professional service firms is different from developing and implementing strategy for commercial firms. The case discusses how practice strategy involves positioning the practice on a spectrum of services and aligning the organization and its professionals to the position. Practices are subjected continuously to forces that move their positioning. To be successful, practices must dynamically reposition or realign themselves. The csae concludes with a discussion of the corporate strategy challenges facing multipractice professional service firms.

This case describes the two types of client conflict--conflict of duty and conflict of service--that professionals manage. It delineates how the management of these conflicts affects the scale and scope of service that professionals provide.

In 2002, the Boston archdiocese of the Roman Catholic Church was confronted by public revelations of how allegations of clergy sexual abuse were handled by the archdiocese during the 1990s. This case describes how the Boston archdiocese addressed the issue over the next two years. It also describes the reverberations of the scandal nationwide, theories on the root causes of the problem, and emerging sentiment in church hierarchy and the laity. Professional organizations first and foremost must protect the interests of those whom the profession serves. Professional organizations, however, also protect and further the interests of their members.

This case describes how the Boston archdiocese of the Roman Catholic Church handled allegations of clergy sexual abuse during the 1990s. In 2002, the archdiocese was confronted by public revelations of how the allegations were handled. Professional organizations first and foremost must protect the interests of those whom the profession serves. Professional organizations, however, also protect and further the interests of their members. The case also describes the Boston archdiocese's initial response to the storm of public criticism that followed the revelations.

This case discusses why society grants professional associations the rights of certification and self-regulation. In exercising these rights, professional associations serve client interests but also the interest of member practitioners. The case discusses how associations that place practitioner interest over client interest risk the separation of their profession. It concludes with a discussion of the relationship between professional associations and professional service firms.

Supplements the (A) case.

This case explores how the public reputation of a profession evolves as its membership changes. The public reputation of a professional relies on its association's credibility for ensuring, through rigorous certification and self-regulation, that its members place client interests foremost. It demonstrates that if associations deviate from this objective and focus instead on the well-being of their members, the public goodwill of the profession suffers.

Sherif Mityas, recently promoted as project manager at A.T. Kearney, faced a client service challenge in his very first project experience. Mityas had been working closely for six weeks with the management team of the U.S. subsidiary of a Japan-headquartered consumer products company to identify ways to turn around the U.S. operations. Following the midproject status meeting, executives from the Japanese parent company made an unexpected request that placed Mityas in a quandary. Mityas related the situation: "At the conclusion of the midproject meeting, I felt confident that we had made solid recommendations about turning around the U.S. operations, but the Japanese parent company executives made a difficult request. They wanted us to evaluate the ability of the U.S. management team to carry out the turnaround. U.S. management had been instrumental in our being able to understand and analyze the situation comprehensively, and we would need their cooperation for our future work to be meaningful. If they came to know that we were simultaneously evaluating them, we could lose their trust--but, then, the Japanese executives represented the client. I didn't know how to proceed."

Supplements the (A) case.

Many occupations lay claim to professional status. Business executives, social workers, musicians, sportsmen, and academics describe their occupations as "professions". Office assistants call themselves "administrative professionals". Obviously, not all occupations that claim to be professions are so recognized by society. Society attaches the professional label only to certain occupations. Doctors and lawyers are professionals; auto mechanics and restaurant wait staff are not. Yet, gray areas exist. Are nurses professionals? Teachers? Real estate brokers? This case identifies the distinguishing characteristics of professional work. Professionals are a subcategory of service providers. An understanding of what distinguishes professionals from other service providers must be grounded in an understanding of 1.) what constitutes service provisions and 2.) how the various categories of service provision differ.

Supplements the (A) case.

Supplements the (A) case.

This case tracks the events leading to the April 2003 industry settlement on equity research in financial services companies.

This case presents a thinly disguised account of Andersen's collapse, followed by a tightening of the oversight of audit firms. It raises questions on who lost and who gained, as well as the long-term implications of the changes for the accounting profession and society. It is distributed toward the end of class discussion on consulting by auditors.

This case argues that central to being a professional is the pledge to manage conflicts of interest such that client interest is placed foremost.

Supplements the (A) case.

The case writers began taking notes on Thomas (Tom) Tierney's life experiences and the lessons that he has derived from them based on his presentations at several Harvard Business School MBA and executive education seminars during 2000 through 2002. This was followed by a series of interviews with Tierney. This case presents a compilation of Tom Tierney's reflections.