In late spring 2009, Stroz Friedberg co- presidents Edward Stroz and Eric Friedberg had to set growth targets for 2010. The leading global consulting firm they had built had grown very fast and specialized in handling digital hazard and uncovering digital evidence. With the firm's CFO, they believed the business could grow from $58 million to $72 million, a growth rate of 27% over the preceding year.
But, the business's 11 offices had submitted first draft FY 2010 strategies that together added up to business-wide revenues of $53 million, a growth rate of around negative 10.2%. The earlier years of rapid growth had been triumphant but demanding, and also a comprehensive review of processes in late 2008, structure, systems, and the firm's culture had resulted in a significant group of developments to which the organization was still adjusting. Friedberg and Stroz wonder whether to shove for ongoing, competitive increase.
PUBLICATION DATE: December 17, 2010 PRODUCT #: 311008-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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