In late spring 2009, Stroz Friedberg co- Eric Friedberg and presidents Edward Stroz had to set growth targets for 2010. The leading international consulting firm they had constructed had grown very rapidly and specialized in managing digital hazard and uncovering digital evidence. With the business CFO, they considered the business could grow from $58 million to $72 million and a growth rate of 27% over the preceding year.
But, the company's 11 offices had submitted first draft FY2010 plans that collectively added up to company-wide sales of only $53 million, a growth rate of negative 10.2%. The preceding years of rapid growth had been successful but ambitious, and also a thorough review of the company's culture, structure, systems, and processes in late 2008 had resulted in an important group of developments to which the organization was still fixing. Friedberg and Stroz wondered whether to push for sustained and competitive growth.
PUBLICATION DATE: November 14, 2011 PRODUCT #: 312710-VID-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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