個案總覽

Provides an overview of the history and development of the e-consulting industry, as well as the issues facing it.

Presents suggestions for ensuring a good start in a professional services career.

Presents two situations: 1) two graduating MBAs from Harvard Business School compare and contrast their strategies for getting off to a good start in consulting, and 2) a junior consultant has to deal with of difficult feedback in his very first performance review.

Presents five situations in which professionals face ethical dilemmas.

Arbitration proceedings have been initiated between Andersen Consulting and Arthur Andersen. The case details developments during 1999 and 2000, as the arbitration nears a decision.

Thomas Weisel, longtime leader of Montgomery Securities, realizes that the sale of Montgomery to NationsBank was the biggest mistake of his life. After his exit from NationsBanc Montgomery Securities, Weisel develops a business plan for a new merchant bank, Thomas Weisel Partners.

After its launch in February 1999, Thomas Weisel Partners experiences rapid growth in its first year. This case details the inaugural year's development and probes what steps the firm should take to continue the momentum.

Jill Greenthal, managing director at Donaldson, Lufkin & Jenrette, is leading her team of investment bankers to negotiate on behalf of Tele-Communications, Inc. (TCI) on a potential landmark deal with AT&T. Representing TCI in the negotiations is the culmination of relationships that Greenthal has nurtured over the course of a decade. Despite the best efforts of her team, negotiations appear poised on the edge of an impasse. Greenthal wonders what, if anything, her team can do to help find a better alternative.

Documents the hectic and grueling work done by Jill Greenthal's team at Donaldson, Lufkin & Jenrette in an attempt to execute a landmark deal on behalf of a key client.

Supplements the (A) case.

Craig Johnson, Venture Law Group's (VLG) chairman, founded VLG in 1993 with a goal of "zero voluntary turnover." In late 1998, Johnson faces the departure of three important partners, prompting himself to ask what VLG can do in the midst of an "economic hurricane" that is luring VLG attorneys to leave and enter dot.com companies.

Harvard Business School's (HBS) California Research Center, a three-year experiment initiated in July 1997 to facilitate research, case-writing, and course development centered in the Silicon Valley Region, has been a "phenomenal success." In June 1999, HBS Dean Kim Clark and faculty are contemplating whether to modify or retain the current mission and scope of the California Research Center.

Supplements the (A) case.

Bain managing director Tom Tierney is contemplating how best to rotate the office head position between two partners at one of the firm's offices. The case provides background information on Bain's governance structure and Tierney's management style.

Elizabeth Lilly, Richard Rinkett, and Richard Jensen are pondering whether to launch a new investment management firm and, if so, what growth strategy to chart for the potential firm.

Having recently launched one of Silicon Valley's first start-ups, cofounders Chan Suh and Kyle Shannon ponder whether their interactive consulting firm is prepared to bid for work from a very large client.

AGENCY.COM continues on its path of rapid growth, emerging as a leading interactive consulting firm. Its growth leads to new challenges related to the integration of diverse operations and the financing of future growth.

Traces the history and development of consulting within Andersen and the history of the schism between Arthur Andersen and Andersen Consulting. Ends with the two units seeking external arbitration of their dispute.

Ten years into his career after graduating from HBS, Tim Hertach discovers billing irregularities at his consulting firm. He must decide whether (and how) to challenge senior management or to stay quiet and protect his career.

Supplements the (A) case.