An industry consulting firm has the following structure and culture: All the employees at this consulting firm work full
Posted: Mon May 30, 2022 5:25 pm
An industry consulting firm has the following structure and
culture:
All the employees at this consulting firm work full-time. All the
full-time consultants report to various industry directors,
depending on the industry contract. The company employees work
mostly from home, with directors or consultants renting temporary
office space with or without videoconferencing when needed for
either client meetings or vendor meetings. The company is very
successful and has an expanding client base. There are very few
rules or expectations at the company, as the CEO also believes in
keeping processes very simple.
The previous president retired about 6 months ago, and the CEO,
together with a human resources firm, hired a new president. The
new company president they hired is extremely smart and expects
everyone at the company to display an expert demeanor as well.
About 2 months ago, the company’s employees (i.e., consultants)
started receiving emails from the new president putting pressure on
all of them to produce results in less time but pressuring them to
charge the clients higher fees without making any more money for
themselves. In addition, the new president now wants the staff to
come into the temporary office three times a week for meetings.
Three months ago, the new president hired 30 new full-time
consultants that seem more like salespersons than consultants to
existing employees. A few of the long-time consultants have been
emailing the CEO about these changes and suggesting they may go
elsewhere. In the meantime, the finance director has detected
several anomalies in the contract terms and financial results from
some of the new consultants and one or two of the existing
consultants.
Checklist:
culture:
All the employees at this consulting firm work full-time. All the
full-time consultants report to various industry directors,
depending on the industry contract. The company employees work
mostly from home, with directors or consultants renting temporary
office space with or without videoconferencing when needed for
either client meetings or vendor meetings. The company is very
successful and has an expanding client base. There are very few
rules or expectations at the company, as the CEO also believes in
keeping processes very simple.
The previous president retired about 6 months ago, and the CEO,
together with a human resources firm, hired a new president. The
new company president they hired is extremely smart and expects
everyone at the company to display an expert demeanor as well.
About 2 months ago, the company’s employees (i.e., consultants)
started receiving emails from the new president putting pressure on
all of them to produce results in less time but pressuring them to
charge the clients higher fees without making any more money for
themselves. In addition, the new president now wants the staff to
come into the temporary office three times a week for meetings.
Three months ago, the new president hired 30 new full-time
consultants that seem more like salespersons than consultants to
existing employees. A few of the long-time consultants have been
emailing the CEO about these changes and suggesting they may go
elsewhere. In the meantime, the finance director has detected
several anomalies in the contract terms and financial results from
some of the new consultants and one or two of the existing
consultants.
Checklist: