Big Four
MANAGING ACROSS CULTURES IN A BIG FOUR CONSULTING FIRM
Peter Massingham University of Wollongong
Abstract
This case examines how a big four consulting firm reviewed the performance of two of its Asian practices. It explores how the review was conducted, the findings, and how the outcomes were communicated. It reveals the challenges faced by Western managers in telling Eastern managers they need to improve their performance. The case is about cross cultural management and organisational structure and control. It offers a fascinating insight into the Board Room of one of the world’s leading consulting firms.
Key Words
Cross-cultural management Organisational structure and control Management consulting firms East versus West perceptions on strategy
Biography
Peter Massingham, PhD is a senior lecturer at the University of Wollongong’s School of Management and Marketing. He was Head of Management in 2002-2004. He is currently the Director of the Center for Leadership and Knowledge Management. His teaching and research interests are in international business and knowledge management. His current research projects include: measuring knowledge loss, expatriate knowledge transfer, first mover advantage, and managing risks associated with knowledge management. Peter has five years experience in industry in strategic planning, and ten years as a management consultant, most recently with a big four consulting firm where he was a manager, and has led more than 100 projects for many of Australia’s leading firms. He has operated in 13 countries. He has specific expertise in the Defence, automotive, metals, financial services, building materials, energy, and electronics goods industries. He is currently working on a number of projects for Australian industry on knowledge strategy.
Introduction
Alfonso Farquar was sitting in a Mexican restaurant in Delhi, India. It was 12.30 pm on February 26, 1998. He noticed that the Pakistani waiter was dressed in an American
Peter Massingham University of Wollongong
Abstract
This case examines how a big four consulting firm reviewed the performance of two of its Asian practices. It explores how the review was conducted, the findings, and how the outcomes were communicated. It reveals the challenges faced by Western managers in telling Eastern managers they need to improve their performance. The case is about cross cultural management and organisational structure and control. It offers a fascinating insight into the Board Room of one of the world’s leading consulting firms.
Key Words
Cross-cultural management Organisational structure and control Management consulting firms East versus West perceptions on strategy
Biography
Peter Massingham, PhD is a senior lecturer at the University of Wollongong’s School of Management and Marketing. He was Head of Management in 2002-2004. He is currently the Director of the Center for Leadership and Knowledge Management. His teaching and research interests are in international business and knowledge management. His current research projects include: measuring knowledge loss, expatriate knowledge transfer, first mover advantage, and managing risks associated with knowledge management. Peter has five years experience in industry in strategic planning, and ten years as a management consultant, most recently with a big four consulting firm where he was a manager, and has led more than 100 projects for many of Australia’s leading firms. He has operated in 13 countries. He has specific expertise in the Defence, automotive, metals, financial services, building materials, energy, and electronics goods industries. He is currently working on a number of projects for Australian industry on knowledge strategy.
Introduction
Alfonso Farquar was sitting in a Mexican restaurant in Delhi, India. It was 12.30 pm on February 26, 1998. He noticed that the Pakistani waiter was dressed in an American