Tradeoffs:  Juggling Careers in Professional Services Firms with Private Life

Thomas J. DeLong; Ashish   Nanda; Scot  Landry; Scott M O'Neil

Case | HBS Case Collection | June 2001 (Revised May 2002)

Tradeoffs: Juggling Careers in Professional Services Firms with Private Life

by Thomas J. DeLong, Ashish Nanda, Scot Landry and Scott M O'Neil

Abstract

Balancing professional and private lives continues to challenge single and committed partners alike. Professionals are expected to work long hours. It is simply part of the ethos of professional service firms. This case focuses on the lives of three couples connected to professional service firms and their ensuing challenges in balancing professional and private life. A rewritten version of an earlier case.

Keywords: Work-Life Balance; Family and Family Relationships; Problems and Challenges; Service Industry;

Format: Print

10 pages

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Citation:

DeLong, Thomas J., Ashish Nanda, Scot Landry, and Scott M O'Neil. "Tradeoffs: Juggling Careers in Professional Services Firms with Private Life." Harvard Business School Case 801-463, June 2001. (Revised May 2002.)

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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Tradeoffs: Juggling Careers in Professional Services Firms with Private Life

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