Management, Leadership and Communications
Cambridge Consulting Group: Bob Anderson

Introduction: Cambridge Consulting Group (CCG) in the last decade had been very successful due to the strong client relationship and they build upon the trust on the customers by their exceptional customer services. The team effort of CCG had done tremendous efforts to meet the client needs and requirements due to their strong intellectual capital and industry specific knowledge. CCG has created a competitive advantage out of closeness and trust. Prior to the last few years’ rapid expansion, CCG was able to maintain and grow these qualities through a system of informal mentoring and hiring intelligent individuals having done MBA from prestigious business schools in the United States like Harvard, Stanford and Wharton.
Main challenges: Bob has several interrelated challenges:
 Bob doesn’t have good understanding with John, his other partner in the group. He felt that John “was not forthcoming with new ideas and was not productive in developing new client relationships.” (Case Study, p. 2) This position taken by John left Bob feeling resentment.
 Vice presidents are neither motivated to learn nor engage in coaching skills because of the “ceiling on new partners and the growth of the firm.” (Case Study, p. 3)
 His direct reports are poorly trained and sometimes below expectations and above all he failed to provide feedback on it. He publically stated: “It’s a tough world out there; these associates need to learn to swing on their own.” (Case Study, p. 4)
 The firm itself neither rewards nor understands professional development. Therefore Bob has no current reason to change his position on employee development.
 Bob has not maintained his industry-specific knowledge. He is relying on past procedures, practices and relationships.
 No reward have been passed out for