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When consultants and clients clash.

I F Kesner1, S Fowler

  • 1School of Business, Indiana University, Bloomington, USA.

Harvard Business Review
|October 4, 1997
PubMed
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This case study examines consultant-client relationships and merger integration challenges. It highlights communication breakdowns and unmet expectations in organizational change initiatives.

Area of Science:

  • Organizational Behavior
  • Management Consulting

Background:

  • Mergers and acquisitions present complex integration challenges.
  • Effective client-consultant relationships are crucial for successful organizational change.

Purpose of the Study:

  • To explore the dynamics of client-consultant relationships during organizational mergers.
  • To analyze the complexities of integrating two firms' policies and practices.

Main Methods:

  • Fictitious case study analysis.
  • Exploration of communication and expectation management issues.

Main Results:

  • Initial project scope may mask deeper organizational issues.
  • Misaligned expectations between clients and consultants can escalate conflict.

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  • Merger integration requires careful navigation of cultural and operational differences.

    • Conclusions:

    • Clear communication and expectation management are vital for consultant-client success.
    • Addressing underlying complexities is key to successful organizational mergers.