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  • June 1995 (Revised June 1995)
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Ernst & Young United Kingdom (A)

By: John J. Gabarro and Samantha Graff
  • Format:Print
  • | Pages:24
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Abstract

Intended to be a robust example of the challenges encountered during the early stages of a large-scale organizational transformation effort in a professional service firm. Describes a massive change program initiated and led by the new managing partner along with a small group of firm leaders. The first half outlines the conceptual phase, the process of obtaining firm-wide "buy-in" to the idea of change, and the launching of 10 change initiatives. The second half explores three challenges identified by the change leaderhsip that they intended to address in the coming year. The first concerned the organization of the London office (which accounted for over half of the firm's revenues and professionals). The second was growing dissatisfaction among the firm's non-partner senior managers. The third problem was the increasingly frequent feedback that many people were overwhelmed by the number of change initiatives or were confused by how the initiatives related to one another.

Keywords

Restructuring; Change Management; Leading Change; Management Teams; Organizational Change and Adaptation; Problems and Challenges; United Kingdom; London

Citation

Gabarro, John J., and Samantha Graff. "Ernst & Young United Kingdom (A)." Harvard Business School Case 495-061, June 1995. (Revised June 1995.)
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Related Work

    • November 1995
    • Faculty Research

    Ernst & Young United Kingdom (B)

    By: John J. Gabarro and Samantha Graff
Related Work
  • Ernst & Young United Kingdom (B) By: John J. Gabarro and Samantha Graff
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