A Case Study on the Cambridge Consulting Group
UNIVERSITY OF GHANA BUSINESS SCHOOL
EMBA 612: HUMAN RESOURCE MANAGEMENT
A CASE STUDY ON
THE CAMBRIDGE CONSULTING GROUP
GROUP 6 MAY 2012
MEMBERS OF GROUP 6
1. Nishchal Mahajan 2. Abdul Majeed Rufai 3. Joyce Poku 4. Isaac William Mensah 5. Amy Asare 6. Robert Azu 7. Ivan Afram Attafuah 8. Ursula Neequaye 9. Michael Lawal 10. Rockson Afetsrom 11. Stella -Mary Nkrumah 12. Michelle Aerchlimann 13. Dickson Osei Atakora
TABLE OF CONTENTS PAGE
1.0 CASE STUDY (CAMBRIDGE CONSULTING GROUP) 5
2.0 CASE STUDY QUESTIONS/PROBLEMS 13
3.0 POSSIBLE/PROPOSED SOLUTIONS TO PROBLEMS 15
4.0 REFERENCES 26
[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 unwind from the grueling 48 hours in Los Angeles. As managing partner of the High Technology Group of the Cambridge Consulting Group (CCG), he had spent two long days defining a consulting project for a rapidly growing bio-tech company. Now, while some of the junior members of his team were doing preliminary data gathering, he was flying back to Boston to meet with another client.
Since the computer had not placed anyone in the other seat of his row, he was left to his own thoughts as he sipped a glass of white wine. Not surprisingly they turned to CCG and the Technology Group. What did surprise him was that in the relative quiet of the first class cabin, with no immediate pressures, his thoughts drifted to how he was doing at the end of his second year as group head, something he never had enough time to reflect on. The reflections which filled his head were mildly disturbing, because he began to wonder if, in spite of the great year his group had had, he was really doing such a
EMBA 612: HUMAN RESOURCE MANAGEMENT
A CASE STUDY ON
THE CAMBRIDGE CONSULTING GROUP
GROUP 6 MAY 2012
MEMBERS OF GROUP 6
1. Nishchal Mahajan 2. Abdul Majeed Rufai 3. Joyce Poku 4. Isaac William Mensah 5. Amy Asare 6. Robert Azu 7. Ivan Afram Attafuah 8. Ursula Neequaye 9. Michael Lawal 10. Rockson Afetsrom 11. Stella -Mary Nkrumah 12. Michelle Aerchlimann 13. Dickson Osei Atakora
TABLE OF CONTENTS PAGE
1.0 CASE STUDY (CAMBRIDGE CONSULTING GROUP) 5
2.0 CASE STUDY QUESTIONS/PROBLEMS 13
3.0 POSSIBLE/PROPOSED SOLUTIONS TO PROBLEMS 15
4.0 REFERENCES 26
[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 unwind from the grueling 48 hours in Los Angeles. As managing partner of the High Technology Group of the Cambridge Consulting Group (CCG), he had spent two long days defining a consulting project for a rapidly growing bio-tech company. Now, while some of the junior members of his team were doing preliminary data gathering, he was flying back to Boston to meet with another client.
Since the computer had not placed anyone in the other seat of his row, he was left to his own thoughts as he sipped a glass of white wine. Not surprisingly they turned to CCG and the Technology Group. What did surprise him was that in the relative quiet of the first class cabin, with no immediate pressures, his thoughts drifted to how he was doing at the end of his second year as group head, something he never had enough time to reflect on. The reflections which filled his head were mildly disturbing, because he began to wonder if, in spite of the great year his group had had, he was really doing such a
References: 1. Dr. Dan ofori (2012), Human Resource Management Handout, UGBS 2012 2. Michael Armstrong (2006), Handbook of Human Resource Management, 11th edition 3. Cambridge Consulting Group: Bob Anderson’s Conundrum, [Case study passage], 2012 4.