Tim Hertach at GL Consulting (A)

Ashish   Nanda; Thomas J. DeLong; Scot H. Landry

Case | HBS Case Collection | November 1999 (Revised April 2002)

Tim Hertach at GL Consulting (A)

by Ashish Nanda, Thomas J. DeLong and Scot H. Landry

Abstract

Ten years into his career after graduating from HBS, Tim Hertach discovers billing irregularities at his consulting firm. He must decide whether (and how) to challenge senior management or to stay quiet and protect his career.

Keywords: Decisions; Ethics; Accounting; Consulting Industry;

Format: Print

11 pages

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Citation:

Nanda, Ashish, Thomas J. DeLong, and Scot H. Landry. "Tim Hertach at GL Consulting (A)." Harvard Business School Case 800-153, November 1999. (Revised April 2002.)

Related Work

Case | HBS Case Collection | November 1999 (Revised May 2002)

Tim Hertach at GL Consulting (D)

Ashish Nanda, Thomas J. DeLong and Scot H. Landry

Supplements the (A) case.

Keywords: Consulting Industry;

Citation:
Nanda, Ashish, Thomas J. DeLong, and Scot H. Landry. "Tim Hertach at GL Consulting (D)." Harvard Business School Case 800-172, November 1999. (Revised May 2002.) View Details

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Case | HBS Case Collection | June 2000 (Revised April 2002)

Tim Hertach at GL Consulting (B)

Ashish Nanda, Thomas J. DeLong, Scot H. Landry, Ashish Nanda, Thomas J. DeLong and Scot H. Landry

Supplements the (A) case. A rewritten version of an earlier case.

Keywords: Consulting Industry;

Citation:
Nanda, Ashish, Thomas J. DeLong, and Scot H. Landry. "Tim Hertach at GL Consulting (B)." Harvard Business School Case 800-382, June 2000. (Revised April 2002.) View Details

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Case | HBS Case Collection | June 2000 (Revised April 2002)

Tim Hertach at GL Consulting (B)

Ashish Nanda, Thomas J. DeLong, Scot H. Landry, Ashish Nanda, Thomas J. DeLong and Scot H. Landry

Supplements the (A) case. A rewritten version of an earlier case.

Keywords: Consulting Industry;

Citation:
Nanda, Ashish, Thomas J. DeLong, and Scot H. Landry. "Tim Hertach at GL Consulting (B)." Harvard Business School Case 800-382, June 2000. (Revised April 2002.) View Details

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Case | HBS Case Collection | June 2000 (Revised May 2002)

Tim Hertach at GL Consulting (C)

Ashish Nanda, Thomas J. DeLong, Scot H. Landry, Ashish Nanda, Thomas J. DeLong and Scot H. Landry

Supplements the (A) case. A rewritten version of an earlier case.

Keywords: Consulting Industry;

Citation:
Nanda, Ashish, Thomas J. DeLong, and Scot H. Landry. "Tim Hertach at GL Consulting (C)." Harvard Business School Case 800-383, June 2000. (Revised May 2002.) View Details

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Case | HBS Case Collection | June 2000 (Revised May 2002)

Tim Hertach at GL Consulting (C)

Ashish Nanda, Thomas J. DeLong, Scot H. Landry, Ashish Nanda, Thomas J. DeLong and Scot H. Landry

Supplements the (A) case. A rewritten version of an earlier case.

Keywords: Consulting Industry;

Citation:
Nanda, Ashish, Thomas J. DeLong, and Scot H. Landry. "Tim Hertach at GL Consulting (C)." Harvard Business School Case 800-383, June 2000. (Revised May 2002.) View Details

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This note offers an overview of the Strategy course offered in HBS’s Required Curriculum. The RC Strategy course aims to help students become effective strategists. The note introduces the six modules of the course: What is Strategy, Market Attractiveness, Competitive Advantage, Strategic Interactions, Corporate Strategy, and Crafting Strategy.

This note introduces the first module of the RC Strategy course, What is Strategy? It helps students develop their perspective on what is a strategy, what is a good strategy, and how strategy development differs across contexts.

The case traces Bryan Upton’s 20-plus years as managing director of a Sheffield-based cutlery company and describes the strategic and organizational actions he took to raise sales and earnings at more than 25% annually, even as the local industry was in steep decline.
After outlining how the U.K. cutlery industry has evolved, the case describes the major changes introduced by Upton and his mentor Jerry Hahn in Richardson Sheffield to upgrade production technology, innovate the product line, and instill customer orientation. The case focuses on the impact of Upton’s controversial approach to human resource management in general and to management selection and development in particular on the organizational climate at the firm.
The case closes by identifying some major changes that threaten Richardson Sheffield. In 1986, Hahn’s ownership position is sold to an Australian industrial company with a different operating style and different strategic objectives for Richardson Sheffield. Top management is also undergoing a transition, with Upton gradually moving aside and outsiders being introduced. Finally, the approaching 1992 EC market harmonization presents new competitive challenges and market opportunities.

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Tim Hertach at GL Consulting (A)

Abstract

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