As CEO of leading executive search firm Heidrick & Struggles for the past 18 months,
Kevin Kelly was pleased with his accomplishments so far but concerned about threats he perceived to Heidrick's position at the highest levels of the executive search business. In response, Kelly had begun making strategic investments in firms offering technology-based solutions, but had not yet made significant progress convincing Heidrick's search consultants about the significance of the threats, or the risks and opportunities being created by
information technology
and the Internet. The increased emphasis Kelly placed on building leadership consulting services was itself a big change. The case asks what levers Kelly can use, from culture to compensation, to make the challenges to Heidrick's traditional business model understood, and how to implement the strategic initiatives he has launched.
Learning objective:
To assess the needs of a professional services firm, and consider the impact of potential changes in structure, operating principles, compensation, and culture.
Subjects Covered:
Business models; Compensation; Disruptive innovation; Executive selection; Strategy; Technology
Setting:
Geographic:Illinois
Industry: Professional, scientific & technical services
Company Employee Count:850
Company Revenue:$620 million
Event Year Begin:2008
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