In late spring 2009, Stroz Friedberg co- Eric Friedberg and presidents Edward Stroz had to set growth goals for 2010. The top international consulting firm they had constructed had grown very quickly and specialized in uncovering digital evidence and handling digital risk. With the firm CFO, they believed the business could grow from $58 million to $72 million, a growth rate of 27% over the preceding year.
But, the company's 11 offices had submitted first draft FY2010 strategies that collectively added up to company-wide revenues of only $53 million, a growth rate of negative 10.2%. The preceding years of rapid growth had been successful but demanding, as well as an exhaustive review of the business's culture, systems, structure and procedures in late 2008 had resulted in a significant group of changes to which the organization was still adjusting. Friedberg and Stroz wondered whether to push for continued, competitive escalation.
PUBLICATION DATE: November 14, 2011 PRODUCT #: 312711-VID-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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