Emphasizes the skills and values that we believe successful professionals possess: change management and leadership skills, a proactive career management approach, effective processes of giving and receiving feedback, a clear ethical perspective, balance between private and professional lives, and the ability to cope with ever increasing demands on one's time.
It is imperative for the internal systems and processes to be connected to the external processes of client management, competitive adaptation, and service delivery.
This initial module was meant to clarify how the course would be useful to students who would be starting PSFs, working for them as an employee or contractor, managing them, or hiring them from the client side.
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.
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.
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.
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.
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.
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.