Stroz Friedberg Harvard Case Study

1164 WordsMar 3, 20155 Pages
Margarita Correal Stroz Friedberg Harvard Case Study Where they are: Stroz Friedberg based their business model around the talent. “When we find a talented person in a particular location, we set up a new office there.” This was a very successful strategy as a start up firm. Ride on big names from the industry until creating a reputation of their own, but as they grew their issues became more obvious. Profit came from consulting and e-discovery services with a 30/70 revenue. The market started to shift toward e-discovery and with the acquisition of Docuity SF created an ambitious new profit target of $72 million, 50% from consulting and 50% from e-discovery. This economic goal set a clear path towards e-discovery and larger role of examiners in the organization. However since the start of their success Stroz Friedberg had a problem with its organizational structure. Like many startups it’s holistic approach gave them success but as they grew those practices became unsustainable for a company that large. SF main issues where derived from its lack of a clear organizational structure, barriers in communications and lack of organizational justice. Evaluating these issues is key to creating sustainable solutions and understanding the recommendations of the consulting firm. Lack of Organizational Structure Vision, Mission and Goals Problems in the Culture: Organizational Change (acquisitions) • No clear vision, mission or objectives. • Ever changing competitive

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