A Case Analyze on the Cambridge Consulting Group Essay

A Case Study around the Cambridge Asking Group

UNIVERSITY OF GHANA ORGANIZATION SCHOOL

EMBA 612: HRM

A CASE RESEARCH ON

THE CAMBRIDGE ASKING GROUP

GROUP 6MAY 2012

MEMBERS OF GROUP 6

1 . Nishchal Mahajan

2 . Abdul Majeed Rufai

three or more. Joyce Poku

4. Isaac William Mensah

5. Amy Asare

6. Robert Azu

7. Ivan Afram Attafuah

eight. Ursula Neequaye

9. Michael Lawal

10. Rockson Afetsrom

11. Stella -Mary Nkrumah

12. Michelle Aerchlimann

13. Dickson Osei Atakora

STAND OF CONTENTSPAGE

1 . 0CASE STUDY (CAMBRIDGE CONSULTING GROUP)5

2 . 0CASE STUDY QUESTIONS/PROBLEMS13

3. 0POSSIBLE/PROPOSED SOLUTIONS TO PROBLEMS15

4. 0REFERENCES26

[THE CASE STUDY]

1 . 0 CAMBRIDGE CONSULTING GROUP: BOB ANDERSON'S CONUNDRUM

As the 747 circled and climbed eastward out of Los Angeles International Airport, Bob Anderson began to loosen up from the intense 48 several hours in La. As managing partner from the High Technology Group of the Cambridge Asking Group (CCG), he had put in two extended days defining a asking project to get a rapidly growing bio-tech company. Today, while some with the junior people of his team had been doing first data gathering, he was flying back to Boston to meet with another consumer. Since the laptop had not placed anyone in the other seat of his row, having been left to his personal thoughts when he sipped a glass of white wine beverages. Not surprisingly they turned to CCG and the Technology Group. What did big surprise him is that in the comparable quiet with the first class cabin, with no instant pressures, his thoughts drifted to how he was performing at the end of his second year since group mind, something he never experienced enough time to reflect on. The reflections which filled his head had been mildly distressing, because he began to wonder if, despite the great yr his group had experienced, he was seriously doing this sort of a great job of managing. Was he setting the group well intended for the longer term with clientele, vis-Г -vis the intensifying competition, and was he producing younger staff and the firm to handle the rapidly growing quantity of clients?

The Firm

CCG, with income of $85 million, was highly good during the past 10 years. The company had 52 partners and operated office buildings in Boston, Chicago, Bay area and Toronto, as well as in Birmingham and Singapore. The business's success was reflected in the record earnings in all the prior 3 years. These earnings were generated by a especially strong displaying in working with rapidly growing companies, including hi-tech ones, in addition to a strong practice in employing mergers and acquisitions. Most of the firm's accomplishment was linked, by both industry observers and its lovers, to the firm's rich customs and strong reputation amongst its consumers. Where a large number of in the industry argued that it was challenging to hold long lasting relationships with same consumers, CCG companions believed the fact that trust and confidence of its clients were the to the business's past and future accomplishment. The best way to satisfy these customers' needs was to tackle any client concerns or options with staff effort and supply long-term support. In fact , CCG partners prided themselves upon being able to merged a crew of excellent talent drawn from anywhere in the firm to meet a patient's needs. With all the firm's quick growth and a desire to hold the number of partners relative to the professional staff constant, each new year found an increasing number of the firm's actions being conducted by non-partners, vice presidents, and more younger professionals (associates). To fill the need for their growing battalion of vice presidents and associates, the firm positively recruited for major graduate business universities in the United States, specifically Columbia, Harvard, Stanford, and Wharton. Actually over 70% of the professional hires in the past five years...

Recommendations: 1 . Dr . Dan ofori (2012), Hrm Handout, UGBS 2012

installment payments on your Michael Armstrong (2006), Handbook of Hrm, 11th release

3. Cambridge Consulting Group: Bob Anderson's Conundrum, [Case analyze passage], 2012

4.