Cambridge Consulting Group is a London-based management consulting firm that specializes in strategy and implementation for various industries. Bob Anderson is the head of the technology and telecom group, one of the fastest growing segments of the firm. He faces several challenges as a \"producing manager\", such as balancing client work with administrative tasks, managing his team's performance and development, and coping with the high expectations and demands of his superiors and clients.
This article will explore the situation and dilemmas that Bob Anderson faces, as well as some possible solutions and recommendations for him. It will also discuss the implications of his decisions for the future of his group and the firm.
The article is based on a case study by Jay W. Lorsch and John J. Gabarro from Harvard Business Publishing[^1^]. The case study provides a detailed description of Bob Anderson's background, personality, work style, achievements, challenges, and goals. It also presents the perspectives of his colleagues, subordinates, clients, and superiors on his performance and leadership.Bob Anderson joined Cambridge Consulting Group in 1988 as a senior consultant after working for several years in the technology industry. He quickly rose through the ranks and became a partner in 1992. He was assigned to lead the technology and telecom group in 1994, when it was still a small and relatively unprofitable part of the firm. Under his leadership, the group grew rapidly and became one of the most successful and profitable segments of the firm. Bob Anderson was recognized as a star performer and a potential candidate for the firm's executive committee.
However, Bob Anderson also faced many challenges and pressures as the head of the technology and telecom group. He had to manage a large and diverse team of consultants, some of whom were more experienced and senior than him. He had to deal with complex and demanding clients, some of whom were dissatisfied with the quality or timeliness of the group's work. He had to cope with the high workload and long hours that came with being a producing manager, meaning that he had to do both client work and administrative tasks. He also had to meet the expectations and requirements of his superiors, who wanted him to grow the group's revenue, profitability, and reputation.
Bob Anderson tried to handle these challenges by relying on his strengths and skills. He was very knowledgeable and passionate about technology and telecom. He was very good at developing relationships with clients and understanding their needs. He was very driven and ambitious, always striving for excellence and improvement. He was very loyal and committed to the firm and its values. However, he also had some weaknesses and limitations that hindered his effectiveness. He was very hands-on and involved in every aspect of the group's work, which made him micromanage his team and overload himself. He was very independent and self-reliant, which made him reluctant to delegate or ask for help. He was very competitive and confident, which made him resistant to feedback or criticism. He was very focused on results and outcomes, which made him neglect the process and people aspects of his work. aa16f39245