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394 case study 4 • clever consulting
the structural and infrastructural challenges ignored over the last two years. What kind
of consulting operation was CCC and what kind did it want to become? It seemed clear
that depending on the type of work the firm undertook/received, different structures
would be needed – with a range of operational implications. For instance, the more pro-
cedural or routine consulting work becomes, the higher the analyst/partner ratio. Con-
sequently, intense competition for career progression up to partner level is created and
staff turnover in this type of firm is very high. If staff turnover is high then preventing
valuable knowledge from leaking out of the firm becomes critical. Similarly, too com-
plicated a mix of different types of assignments can make capacity planning extremely
complex and so on. Whilst the Managing Partner had very clear views on the nature
of the dilemma they faced, she was less certain about the strategy they should follow.

‘I love this business and believe that we have created something special here. I want to build
a firm that will still be here in 10 years’ time, but I know that in order to develop truly sus-
tainable competitive advantage we have to get over a number of obstacles .... Operationally,
1
we need to decide what kind of consulting firm we are going to be. I read a book recently
that summed it up very effectively. There is the kind of consulting work that comprises a
large “gray matter” quotient; the work with a large “gray hair” quotient; and work where the
problem is recognised, well understood and just needs “bright” people resource thrown at it.
I believe that we began life as a combination of the first two but over time … and with our
senior people problems .... I have tried to steer us towards the first rather than second mode
of operation. The future might be different again?’

note on the chapter

1 Maister, D. (1993) Managing the Professional Service Firm. New York: Free Press.

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