In 2008, a San Francisco-based boutique strategy consulting firm merged with a small product development company. Although the merger was seen by many as a promising opportunity for entrepreneurial growth, the combined firm suffered from cultural friction, financial difficulties, and declining morale. In this case, students learn about the challenges of effecting change through the perspective of an MBA student who is returning to the firm as an engagement manager. Students explore various proposals for change, and consider how they can put these plans into action.

Case id: 090405
Supplemental Materials: Teaching Note