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Martha

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Submitted By tameri2
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MARTHY MCCASKEY*
Martha McCaskey1 felt both elated and uneasy after her late Friday meeting with Tom
Malone and Bud Hackert, two of the top managers in Praxis Associates’ Industry
Analysis division. Malone, the division’s de facto COO, had said that upon successful completion of the Silicon 6 study, for which McCaskey was project leader, she would be promoted to group manager. The promotion would mean both a substantial increase in pay and a reprieve from the tedious field work typical of Praxis’ consulting projects.
Completing the Silicon 6 project, however, meant a second session with Phil Devon, the one person who could provide her with the information required by Praxis’ client. Now,
McCaskey reflected, finishing the project would likely mean following the course of action proposed by Hackert and seconded by Malone to pay Devon off.
Praxis’ client, a semiconductor manufacturer based in California, was trying to identify the cost structure and manufacturing technologies of a new chip produced by one of its competitors. McCaskey and the others felt certain that Phil Devon, a semiconductor industry consultant who had worked in the competitor’s West Coast operation some 12 years earlier, could provide the detailed information on manufacturing costs and processes required by their client (see Exhibit I for a summary of the required information). Her first interview with Devon had caused McCaskey to have serious doubts both about the propriety of asking for such information and about Devon’s motivation in so eagerly offering to help her.
Malone suggested that she prepare an action plan over the weekend. Ty Richardson, head of the Industry Analysis division, would be in town on Monday to meet with Malone and the two group managers, Bud Hackert and Bill Davies. McCaskey could present her plan for completing the Silicon 6 project at that meeting.

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