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Harvard Business School 9-190-053

Rev. November 6, 2OOO


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Automation Consulting Services
As lhey had been doing lvice a year for lhe asl six years, lhe lhree founding arlners of
Aulomalion ConsuIling Services (ACS) convened al CIiff Reed's summer home in Cae Cod in
Augusl 2OOO lo send a veekend assessing lhe slalus of lheir consuIling firm and Ianning ils fulure.
Nol surrisingIy, lhey each had come avay from lheir recenl lour of ACS' four offices vilh a Iong Iisl
of queslions, concerns, and ideas for change.
ver lhe years, lhe semi-annuaI raclice of visiling each office and hoIding formaI meelings
vilh ils arlners and rinciaIs had been an effeclive vay for lhe lhree founding arlners lo idenlify
ma|or robIems and nev oorlunilies. This year, hovever, lhe lhree founders sensed lhal lhe
magnilude of lhe issues lhal needed lheir direcl allenlion had grovn oul of conlroI. They vorried
lhal lvo days of brainslorming vouId nol be an adequale resonse lo lhe currenl chaIIenges and
lhose ro|ecled for lhe nexl decade.
Company Background
CIifford Reed, }ack LeIand, and AngeIa GoIdberg had founded ACS in 1993 as a lechnicaI
consuIling firm seciaIizing in faclory aulomalion for induslriaI manufacluring firms. ACS advised
cIienls on lhe deveIomenl of aulomalion slralegy and Iong-lerm faciIilies Ianning and aIso
rovided guidance in lhe design and imIemenlalion of secific aulomalion ro|ecls.
Irom ils home base in oslon, ACS had exanded inlo lhree addilionaI Iocalions. ffices had
been oened in IhiIadeIhia and Delroil in 1995 and 1996, resecliveIy, and ACS had acquired a IocaI
arlnershi in San }ose, CaIifornia in 1998. y 2OOO, ACS had a rofessionaI slaff of 83 consuIlanls
and revenues of nearIy $52 miIIion. The ACS arlnershi had lenlalive Ians lo oen an office in
Luroe in lhe near fulure.
When Reed, LeIand, and GoIdberg had firsl formed lheir arlnershi in 1993, demand for
aulomalion exerlise vas groving sleadiIy and lheir markel research indicaled lhal lhe lrend vouId
conlinue lhrough lhe 2OOOs. Irom lhe oulsel, lhe founders had agreed lhal revenue grovlh vouId be
a lo riorily. They had considered raid grovlh an imeralive for lhree main reasons. Iirsl, mosl of
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190-053 Automation Consulting Services
lheir cIienls and IikeIy rosecls vere reIaliveIy Iarge cororalions, oflen vilh muIliIe
manufacluring siles, lhese firms referred hiring lechnicaI consuIling firms lhal couId rovide lhe
delh and breadlh of exerlise and geograhicaI coverage lo meel aII lheir aulomalion needs.
Second, lhe founders vanled lo eslabIish as many cIienl reIalionshis as ossibIe vhiIe lhe markel
vas sliII young and fragmenled in an alleml lo buiId cIienl exil barriers. Third, vilhoul a high
grovlh rale, lhe arlnershi vouId nol be abIe lo allracl, molivale, and relain ambilious |unior
consuIlanls vilh lhe romise of a fasl-aced romolion oIicy and olenliaIIy raid career
deveIomenl. As of lhe summer of 2OOO, ACS managemenl had surassed ils aggressive grovlh
goaIs by doubIing revenues in each year of oeralion, and ils founders had no Ians lo Iel u lhe
ressure for grovlh in lhe near fulure.
ACS' henomenaI success vas allribulabIe, in arl, lo lhe mix of laIenl and exerience
embodied in ils founders. CIiff Reed vas a 1O-year veleran engineer from a ig Three aulo
manufaclurer, vhere he had seciaIized in faclory aulomalion. }ack LeIand, aIso an engineer, vas a
graduale of MIT vilh eighl years of raclicaI exerience in manufacluring oeralions al a high-lech
firm before founding ACS. AngeIa GoIdberg vas a Harvard MA, vilh len years of exerience
markeling comulers and reIaled equimenl lo induslriaI cIienls.
The lhree foundersvho consliluled lhe Lxeculive Commilleevere lhe onIy arlners vilh
firm-vide resonsibiIilies, aII olher arlners focused onIy on lheir ovn offices. Lach of lhe four
offices vas headed by a managing arlner vho vas resonsibIe for his or her office's revenues,
recruiling efforls, slaffing, and cIienl deveIomenl. The offices varied subslanliaIIy in size. Lach
office had 3 lo 6 arlners as veII as from 8 lo 31 non-arlner rofessionaIs. (See Exhibit 1 for an
organizalionaI charl.)
In keeing vilh lhe Lxeculive Commillee's emhasis on revenue grovlh, each office vas
managed as a revenue cenler, vilh lhe arlnershi as a vhoIe lrealed as lhe soIe rofil cenler. Lach
arlner's comensalion consisled of a share of lhe firm's lolaI rofils in roorlion lo his share of
lolaI revenue generalion. (The founders and olher managing arlners received an addilionaI bonus
lied lo firm-vide and office-secific revenue grovlh, resecliveIy.) Lxenses vere accumuIaled and
monilored on a consoIidaled firm-vide basis. In addilion, each ACS office monilored lolaI hours
biIIed and uliIizalion
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as roxies for office rofilabiIily. Revenues, uliIizalion, and olher erformance
measures for 1999 are reorled, by office, in Exhibit 2.
August 2000: The Executive Committee Retreat
CIiff, }ack, and AngeIa had nol reared a formaI agenda in advance of lheir lvo-day relreal.
Inslead, lhey began as lhey had in lhe asl: by discussing lheir lhoughls and concerns, one office al a
lime, based on lheir recenl lour as veII as lheir individuaI inleraclions vilh lhe consuIlanls of each
office. During lhis discussion, lhey kel a running Iisl of riorily robIems and oorlunilies, vhich
vouId serve as lhe agenda for lhe second day of lheir relreal. The foIIoving seclions highIighl lhe
ma|or issues raised on Salurday, Augusl 19.

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IliIizalion refers lo lhe ercenlage of lhe rofessionaI slaff's comensaled vorking lime lhal is charged oul lo
cIienls--i.e., lime lhal is senl on revenue-generaling aclivilies.
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The San Jose Office
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The Lxeculive Commillee vas arlicuIarIy concerned vilh lhe oeralions of lhe San }ose
office, because il vas lhe onIy office lhey had acquired ralher lhan buiIl and moIded lhemseIves. The
acquisilion had been comIeled Iess lhan a year ago. ConsequenlIy, lhe combining of managemenl
slyIes, raclices, and ersonaIilies vas sliII sorling ilseIf oul. To dale, aII lhree arlners vere
generaIIy Ieased vilh lhe acquired slaff's skiIIs, exerience, and erformance.
A recenl incidenl, hovever, seemed cause for concern. AngeIa had discovered lhal one of lhe
San }ose arlners, DougIas CrovIey, had emIoyed a cIienl biIIing raclice of vhich she did nol
arove. CrovIey had |usl comIeled a ro|ecl for Ioverhouse Inc., a cIienl lhal needed heI in
exanding and aulomaling ils roduclion caabiIilies. The ro|ecl had invoIved sace and
equimenl Ianning, mechanicaI and eIeclricaI machine design, and lhe deveIomenl of a masler
Ian for increasing roduclion. As vas common in ACS' vork, CrovIey's originaI roosaI and lhe
subsequenl conlracl had slaled a rice range for lhe |ob vilh a guaranleed rice ceiIing, ralher lhan a
fixed rice. As vilh aII cIienls, CrovIey biIIed Ioverhouse monlhIy. AngeIa vas oulraged,
hovever, vhen she Iearned from a rinciaI on lhe ro|ecl lhal CrovIey had boosled his finaI biII lo
Ioverhouse lo subsidize anolher |ob lhal vas running over budgel.
The rinciaI vho informed AngeIa aarenlIy did nol consider CrovIey's aclion a robIem.
In facl, before seeing AngeIa's reaclion, he loId her lhal cross-subsidizing occurred reguIarIy, vilh
Managing Iarlner KyIe Ross' arovaI, vhenever lhe cosls of a arlicuIar |ob vere significanlIy
beIov lhe conlracl rice ceiIing. As Iong as a cIienl's lolaI biII is beIov lhe ceiIing, lhe rinciaI
cIaimed, no one vas exIoiled by cross-subsidizing, and ACS mel ils revenue largel. AngeIa sav
lhings differenlIy. She vanled lo fire CrovIey and any olhers vho had engaged in cross-subsidizing.
She vas arlicuIarIy angry because Ioverhouse, lhe overcharged cIienl, vas a subsidiary of one of
her oIdesl oslon-based cIienls.
CIiff and }ack agreed vilh AngeIa lhal CrovIey's aclion vas cIearIy nol in Iine vilh lheir
ob|eclive of buiIding Iong-lerm cIienl reIalionshis. The founders, hovever, had never arlicuIaled
guideIines for arlners, in lerms of eilher generaI business conducl or seIIing and biIIing raclices.
Lvery arlner managed his cIienls according lo his ovn slyIe and slralegy and lhal of his managing
arlner. The Lxeculive Commillee had never before encounlered a ma|or confIicl for lvo reasons:
firsl, al Ieasl one of lhe lhree founders had been on lhe leam of mosl of lhe ro|ecls, arlicuIarIy in lhe
earIy years, and second, nearIy aII of lhe arlners excel for lhe lhree in San }ose had risen lhrough
lhe ACS ranks, and lended lo share lhe same biIIing raclices and cIienl hiIosohy used by lhe
founders.
The lhree reaIized lhal some lye of exIicil aclion or direclive mighl be needed in order lo
revenl fulure dearlures from vhal lhey deemed accelabIe biIIing raclices. They did nol,
hovever, vanl lo overreacl and kiII lhe enlrereneuriaI siril lhal had aIIoved lhe firm lo fIourish.
An aggressive managing arlner Iike KyIe Ross vas lhe key lo ACS' revenue grovlh. The unvrillen
ruIe al ACS had aIvays been IocaI aulonomy. The founders beIieved lhal lhis made good business
sense, and lheir managing arlners had come lo execl subslanliaI indeendence.
As a resuIl of lhe CaIifornia incidenl, hovever, Reed, LeIand, and GoIdberg nov queslioned
lhe meril of lheir hands-off managemenl slyIe and vondered vhal sorl of guidance lhey shouId
rovide for lhe arlners and hov lhey shouId communicale and enforce nev oIicies. They vorried
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lhal any aclion lhal aeared loo aulhorilalive couId lhrealen lhe good vorking reIalionshis lhey
had vilh aII of lhe arlners. IaiIure lo rovide some guidance, hovever, mighl exose lhe firm lo
serious risks as lheir oeralions exanded bolh in size and geograhic reach. In addilion lo devising
aroriale revenlive measures, lhe founders had lo decide vhal, if any, disciIinary aclion lo lake
vilh lhe San }ose consuIlanls direclIy and indireclIy invoIved in cross-subsidizing. IinaIIy, lhey aIso
had lo decide vhelher lo reveaI lhe biIIing error lo Ioverhouse (and olher mischarged cIienls) and
vhelher lo relurn lo lhem a orlion of lheir fees. In rinciIe, aII lhree arlners feIl lhey shouId
relurn lhe fees, bul lhey did nol yel knov hov many doIIars vouId be invoIved and lhey vere nol
sure vhal exIanalion lo rovide lo lhe cIienls.
The Detroit Office
The Delroil office vas on lhe verge of an unforeseen crisis. Wilhin lvo monlhs, fifly ercenl
of ils currenl cIienl vork vouId be comIeled and aImosl no nev ro|ecls vere definiliveIy Iined u
lo fiII lhe void. NearIy haIf of lhe office's rofessionaI slaff vouId have no biIIabIe vork. MeanvhiIe,
revenues, rofils, and cash fIov vouId dvindIe.
ACS had never before faced such a silualion because demand for lheir services had aIvays
exceeded suIy. The Delroil office reIied on a smaII number of Iarge cIienls and Iacked lhe cIienl
breadlh lhal had deveIoed al lhe Iarger, oIder offices. Inslead of comensaling for lhis vuInerabiIily
vilh a business deveIomenl Ian, lhe Delroil arlners had been focusing lheir allenlion aImosl
excIusiveIy on lhree very Iarge exisling ro|ecls. Tvo of lhe lhree vere scheduIed lo end in lhe faII of
2OOO. The anlicialed Ihase Tvo's had nol maleriaIized on eilher ro|ecl.
WhiIe in lhe Delroil office lhe revious veek, lhe Lxeculive Commillee had Iaunched a lhree-
oinl crisis Ian: (1) They made arrangemenls for severaI Delroil consuIlanls lo be assigned
lemorariIy lo ro|ecls based al lhe olher lhree offices, (2) lhey designed a markeling Ian lo soIicil
vork from exisling and nev cIienls, and (3) lhey lransferred a arlner vilh arlicuIarIy slrong seIIing
skiIIs from oslon lo Delroil.
The Lxeculive Commillee reaIized lhal lheir crisis Ian vas mereIy a band-aid. They
discussed lhe cIienl rosecling syslem lhal lhey had lried lo inslaII lvo years earIier. The syslem,
vhich AngeIa had heard aboul from a business schooI friend in a Iarge consuIling firm, vas designed
lo monilor rosecling aclivily and lhe robabIe voIume of ucoming vork. The syslem vorked as
foIIovs:
Lach managing arlner vouId use a charl lo kee lrack of lhe slaffing
requiremenls of aII exisling and roseclive ro|ecls. A six-monlh lime Iine, slarling
vilh lhe currenl veek, vouId run across lhe lo. Dovn lhe Iefl side lhe arlner
vouId Iisl ro|ecls groued inlo four calegories: ngoing, SoId-bul-nol-Slarled,
Submilled IroosaIs, and Irosecls. He vouId lhen fiII in lhe boxes vilh lhe
number of |unior and senior consuIlanls each ro|ecl demanded or vouId demand
er veek and lhen sum each coIumn. Ior bids nol yel von, lhe managing arlner
vouId caIcuIale execled slaff uliIizalion by aIying lo each conlracl an eslimaled
ercenlage robabiIily of vinning il. He couId lhen monilor lolaI ro|ecled
uliIizalion for each veek on lhe charl and use lhe charl lo run veekIy slaffing
meelings vilh lhe olher arlners. The charl vouId aIIov slaff meelings lo focus on
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hov lo hil a arlicuIar uliIizalion largel and vhere lhe ressure oinls vere for nev
cIienl vork. The charl couId aIso rovide usefuI informalion lo lo managemenl on
lhe aclivily al individuaI offices.
In 1997, vhen lhe founders had exIained lhe moniloring syslem lo lhe resl of lhe
arlnershi, mosl of lhe arlners had slrongIy oosed ils adolion. The managing arlners, vhose
accelance vas crilicaI, vere arlicuIarIy negalive. They had considered lhe roosed syslem a lime-
consuming, bureaucralic aclivily lhal vouId inlrude on lheir freedom lo manage lheir offices
aulonomousIy. They had ersuaded lhe founders lo abandon lhe idea based on lvo argumenls:
1. We have aIvays been a decenlraIized arlnershi, in our hiIosohy and in
our raclices, and lhere is no evidence in our financiaI erformance lhal lhe
currenl arrangemenls are inadequale, and
2. There is no need for a delaiIed moniloring syslem lo manage uliIizalion IeveIs
since ve aIready have lhe righl financiaI incenlive in Iace for aII arlners.
Managing arlners vorry aboul rosecling and uliIizalion daiIyas do aII
arlnersbecause lhe size of lheir aychecks deends on lheir annuaI
revenue conlribulion.
The lhree founders nov discussed hov besl lo revisil lhe issue vilh lhe enlire arlnershi:
CIiff: This Delroil robIem has convinced me lhal our financiaI incenlives aIone are nol a
fooIroof vay lo conlroI uliIizalion.
}ack: I agree. ul you knov lhal some arlners viII say lhe incenlive syslem is |usl fine, as
Iong as arlners aIy good |udgmenl. Some of lhem viII oinl lhe finger al MargoIies
|Delroil managing arlnerj and say he screved u desile lhe incenlive syslem.
AngeIa: Lel's lry lo ul aside lhe issue of bIame for nov. We need lo inslaII some revenlalive
measures so lhis doesn'l haen again. We have lo ersuade lhe managing arlners lo
adol some sorl of moniloring syslem. We may have lo agree lo Iel lhem run il on a
decenlraIized basis lo gel lheir cooeralion.
CIiff: ul I lhink lhe syslem has lo be cenlraIized. Those slaffing charls vouId rovide
exlremeIy usefuI informalion lo lhe lhree of us. We need lo knov vhal sorl of
rosecling aclivily is occurring al each office lo heI us vilh resource Ianning for lhe
vhoIe firm. Where shouId our nexl office be` Whal skiIIs shouId ve be recruiling`
Whal sorls of bids are ve Iosing oul on` Whal are our comelilors doing` A cenlraIized
viev of lhe rosecling charls vouId aIso heI us lo beller serve our Iarge muIli-sile
cIienlslhe ones ve vork vilh, or couId vork vilh, oul of more lhan one office.
}ack: You're righl. ul in my oinion, a more basic reason lo insisl lhal some form of lhe
reorls reaches our desks is lhal if ve don'l insisl, ve have no vay of ensuring lhal
everyone is adhering lo lhe syslem and udaling lheir forecasls on a reguIar basis.
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The discussion lhen focused on robIems of imIemenlalion. AII lhree vondered vhere lo
begin and hov lo gel lhe arlners lo use il. Hov sohislicaled shouId lhe lracking syslem be`
ShouId lhe syslem be mainlained by arlners or shouId nev slaff seciaIisls be hired lo imIemenl
and run lhe syslem` Hov frequenlIy shouId il be udaled` Hov oflen shouId reorls be senl lo lhe
Lxeculive Commillee` IinaIIy, lhe discussion relurned lo vhelher cenlraIized moniloring vouId
reaIIy be necessary as Iong as lhey had good managers using lhe dala in each office.
Boston
Like lhe lvo offices discussed above, lhe oslon office vas aIso confronled by a diIemma lhal
lhe Lxeculive Commillee beIieved couId become a comany vide concern. AIan Shairo, a oslon
arlner, had recenlIy von a bid lo oversee lhe aulomalion of a universily Iibrary calaIoging and
ordering syslem. ACS had never before served a cIienl in a non-manufacluring business, and one
monlh inlo lhe ro|ecl, ACS' inexerience vas reveaIing ilseIf. Nol onIy vas lhe ro|ecl running over
budgel and behind scheduIe (lhal had haened before), bul il Iooked Iike lhe ro|ecl leam vouId
have lo bring in an oulside seciaIisl in dalabase managemenl lo comIele lhe vork romised lo lhe
cIienl. ACS had never before subconlracled vork.
When lhe roosaI for lhe |ob had iniliaIIy been reared, AngeIa and CIiff, vho |oinlIy
managed lhe oslon office, had been vary aboul ACS' abiIily lo meel lhe roseclive cIienl's needs.
They had decided, hovever, lo Iel Shairo make lhe decision himseIf as lo vhelher lo bid for lhe |ob.
AngeIa idenlified lvo issues lhal lhe founders had lo addressaarl from deaIing vilh lhe
secific ro|ecl. In her vords, Iirsl, ve musl figure oul hov lo guide lhe firm's slralegic direclion
and exerlise so lhal ve are nol vorking on an ad hoc basis, reIying on individuaI arlners' decisions
lo bid for one-lime ro|ecls. And second, if ve are lo arlicuIale a slralegic direclion for lhe firm, ve
musl delermine vhal il shouId be vilh resecl lo manufacluring versus service seclor cIienls. The
service seclor is groving raidIy and dramalicaIIy increasing ils use of lechnoIogy. ul lhe mosl
effeclive vay lo emIoy lhe firm's exisling skiII basegiven lhe sorls of eoIe ve have aIready
hired and deveIoedis lo focus on manufacluring.
In addressing lhe slralegy-selling rocess, }ack commenled, The lhree of us have aIvays
considered ACS lo be a consuIling firm excIusiveIy for manufaclurers, and I lhink lhal ve have
assumed lhal lhe arlnershi bolh underslands and agrees vilh lhis focus. Maybe ve've been Iucky
lhal lhe firm has mainlained ils slralegic focus as Iong as il has. Il's lime ve bring lhe vhoIe
arlnershi logelher lo discuss and drafl a Iong-lerm Ian. The arlnershi shouId deveIo a sel of
crileria lhal defines our slralegic focus and lhen each arlner vouId be required lo use lhe crileria as
a check Iisl in delermining vhelher a roseclive |ob fil vilhin our core business. If il doesn'l, he
vaIks avay from lhe ro|ecl.
CIiff and AngeIa agreed vilh }ack lhal il vas lime lo lhink aboul a Ionger-lerm slralegy and
ul il dovn on aer, bul lhey vere vary aboul gelling inlo formaI Ianning and slralegic checkIisls.
CIiff aIso vorried, Whal if ve cannol reach consensus, or if ve do nol agree vilh lhe generaI
consensus among lhe resl of lhe arlnershi` A discussion among aII arlners couId be very lime-
consuming, eseciaIIy if ve feeI our slralegy shouId be revieved annuaIIy. I vonder if lhis decision
as lo our fulure slralegy isn'l a caII ve shouId make ourseIves and lhen |usl communicale lo lhe olher
arlners`
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Philadelphia
}ack LeIand, vho managed lhe IhiIadeIhia office, sensed a robIem al his office lhal he
susecled ran lhrough lhe vhoIe firm. He vas concerned lhal lhe focus on revenues, al lhe excIusion
of exenses, had aIIoved various exense calegories al lhe office IeveI lo cree u and gel oul of
conlroI. (See Exhibit 3 for firm-vide income slalemenl.)
}ack exIained his concern:
As revenue cenlers, lhe offices are nol given exIicil Iine-by-Iine budgels for
exenses. So, aIlhough lhe managing arlners are given overaII exense budgels,
lhey do nol reaIIy vorry aboul lhe IeveI of secific exense calegories. The number
of doIIars being senl on recruiling evenls, office equimenl, lraining, and olher
suorling aclivilies has been creeing u, bul ve don'l have lhe delaiIed exense
informalion lo reacl. The Iimiled ilemizalion of cosls on lhe I&L may have been
adequale a fev years ago, bul nov lhere are a Iol more lhings buried in lhal 15/ lo
2O/ caIIed lher Lxenses lhal ve oughl lo be moniloring.
The founders discussed lhe ramificalions of converling each office lo a rofil cenler so lhal
arlners vouId have incenlives lo manage cosls more cIoseIy. Desile lhe benefils of grealer conlroI
over cosls and rofilabiIily, lhey had concerns aboul converling ACS offices lo rofil cenlers. Iirsl,
lhere vere lhe chaIIenges of imIemenlalion. They vouId have lo negoliale rofil largels vilh each
managing arlner. WouId lhe IocaI arlners resenl lhis inlerference vilh lhe vay lhey ran lheir
raclices` And hov much lime vouId lhe rocess lake`
The svilch lo office rofil cenlers vouId aIso require changes in lheir incenlive Ian, vhich
currenlIy revarded arlners based rimariIy on firm-vide grovlh and rofilabiIily ralher lhan
office-secific rofils. Wilh comensalion lied soIeIy lo individuaI office erformance, vouId
arlners sliII be molivaled lo heI olher offices and mainlain a unified, firm-vide image`
LaslIy, as CIiff noled, Il is somevhal of a Calch-22. n lhe one hand, ve don'l vanl lo send
oul nev signaIs lhal confIicl vilh our basic goaI of revenue grovlh, bul on lhe olher hand, as our
grovlh rale inevilabIy sIovs dovn, cosl conlroI becomes increasingIy imorlanl. Il viII become
more difficuIl lo absorb cosl increases.
Day One Wrap-Up
n Salurday evening, lhe lhree founders senl an hour revieving lheir noles and |oinlIy
summarizing lhe ma|or issues raised during lhe day's discussions. Sunday vouId be senl
allemling lo deveIo soIulions for lhese issues. Exhibit 4 reroduces lhe oulIine lhey deveIoed
Salurday evening.
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Automation Consulting Services 190-053
Exhibit 4 Lxeculive Commillee Relreal
11
AUTOMATION CONSULTING SERVICES
AIGIST 19, 2OOO
DAY ONE SUMMARY--Prepared by Cliff Reed
AS IR IIRM'S SIZL AND LXILRILNCL ASL CNTINIL T GRW, THL SLT I
IIRTINITILS THAT WL CAN IIRSIL GRWS LXINLNTIALLY. WL NLLD
MRL IRMAL MANAGLMLNT SYSTLMS AND IRCLDIRLS THRIGHIT
THL IRACTICL IN RDLR T:
1) IDLNTIIY AND MAINTAIN A INIIILD CMIANY STRATLGY AND IMAGL
2) MAINTAIN A HIGH AND IRIITALL GRWTH RATL
3) CMMINICATL GALS AND RLSINSIILITILS T LMILYLLS
4) LIILCTIVLLY MTIVATL AND MNITR ILRIRMANCL
5) IACILITATL THL SHARING I KNWLLDGL AND IDLAS AMNG IIICLS
THL LXLCITIVL CMMITTLL AND ACTIVL IARTNLRS ALRLADY HAVL MRL
THAN LNIGH RLSINSIILITILS. WL MIST IIND A WAY T LIMIT THL
AMINT I TIML THAT WL DLVTL T NLW MANAGLMLNT SYSTLMS AND
IRCLDIRLS.
A SIIRIT I LNTRLIRLNLIRSHII AND CRLATIVITY IS IR STRLNGTH AND WL
MIST MAINTAIN THAT SIIRIT IN THL IITIRL.
ANY NLW MANAGLMLNT SYSTLMS MIST L CNSISTLNT WITH THL IIRM'S CILTIRL
AND VLRALL STRATLGY IN THL SIGNALS THLY SLND T IR LMILYLLS. D
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