Rev. October 16, 1996
Cambridge Consulting Group: Bob Anderson
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 great job of managing. Was he positioning the group well for the longer term with clients, vis-à-vis the intensifying competition, and was he developing younger staff and the organization to handle the rapidly growing number of clients?
CCG, with revenues of $85 million, had been highly successful during the past decade. The firm had 52 partners and operated offices in Boston, Chicago, San Francisco and Toronto, as well as in London and Singapore. The firm's success was reflected in its record profits in each of the prior three years. These profits were generated by a particularly strong showing in working with rapidly growing firms, including high tech ones, as well as a strong practice in implementing mergers and acquisitions. Much of the firm's success was...