Case | HBS Case Collection | October 1995 (Revised June 2014)

Cambridge Consulting Group: Bob Anderson

by Jay W. Lorsch and John J. Gabarro

Abstract

Describes the situation facing the head of a rapidly growing industry-focused group within a consulting company. Highlights the dilemmas of being a "producing manager" (i.e., a professional who has both individual production as well as management responsibilities). Issues raised include: delegation, developing subordinates, developing an agenda, and building an organization.

Keywords: Management; Managerial Roles; Agency Theory; Consulting Industry;

Citation:

Lorsch, Jay W., and John J. Gabarro. "Cambridge Consulting Group: Bob Anderson." Harvard Business School Case 496-023, October 1995. (Revised June 2014.)