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&Samhoud, a small service management consulting firm in the Netherlands, grapples with the dilemma of firing its largest client while introducing Heskett's theory of the service profit chain.

Balancing professional and private lives continues to challenge single and committed partners alike. Professionals are expected to work long hours. It is simply part of the ethos of professional service firms. This case focuses on the lives of three couples connected to professional service firms and their ensuing challenges in balancing professional and private life. A rewritten version of an earlier case.

Creating and sustaining a third-world-based technology company to compete globally (i.e. in the first-world) poses many challenges. Such challenges are examined through the genesis and progression of Infosys Technologies Ltd. Key decisions made by Chairman N.R. Narayana Murthy are particularly highlighted.

On September 5, 1997, the American Medical Association(AMA) withdrew from a contract with Sunbeam Corporation, the maker of samll home appliances. Sunbeam sued the AMA to pay for the damages or to comply with the contract. The fracas led to the dismissal of three top AMA executives. The AMA initiated an investigation into the episode. As a result of the failed deal, the AMA's CEO resigned, and the failed deal eventually cost the AMA an estimated $16 million. A rewritten version of an earlier case.

Describes the work environment, systems, and processes that allow International Profit Associates (IPA) to follow a systematic four-step approach to providing advisory service to small business owners.

If you try to use money to motivate behavior, you are in a powerful and dangerous place, especially with engineers and scientists,'remarked Tom Furman, CEO of Camp Dresser & McKee, Inc. (CDM), a consulting environmental engineering firm. Historically, CDM had followed an'egalitarian'management bonus program based on qualitative measures. As industry growth decelerated and competition intensified since 1991, management changed the incentive plan to tie it closer to the achievement of business objectives. This case describes the bonus and incentive compensation system and the evaluation process. It ends with Furman reflecting on how to interpret the CDM system to reward four CDM executives suitably.

Supplements the (A) case.

Discusses potential conflicts of interest that venture capitalists face in dealing with entrepreneurs. Critiques arguments that such conflicts are easily managed and unproblematic. Suggests four ways to address potential conflicts.

Supplements the (A) case.

Facing dwindling membership and looking to increase its revenue, the American Medical Association (AMA) signed an endorsement deal with Sunbeam Corp., a leader in the small home appliance industry, in August 1997. In the deal, the AMA would receive significant royalties from Sunbeam in exchange for the use of its seal on Sunbeam's home health-care products. Critics protested that this deal posed a conflict of interest before the AMA. Supporters argued, however, that the deal was a good way for the AMA to ease the association's financial troubles. Furthermore, the deal would be beneficial to patients because it encouraged people to monitor their own health.

Discusses strategies for balancing private and professional life.

Emphasizes the skills and values that we believe successful professionals possess: change management and leadership skills, a proactive career management approach, effective processes of giving and receiving feedback, a clear ethical perspective, balance between private and professional lives, and the ability to cope with ever increasing demands on one's time.

It is imperative for the internal systems and processes to be connected to the external processes of client management, competitive adaptation, and service delivery.

Focuses on how the internal processes connect strategy with implementation.

The way in which PSFs organize themselves to leverage strategic capabilities is imperative in achieving high performance.

This initial module was meant to clarify how the course would be useful to students who would be starting PSFs, working for them as an employee or contractor, managing them, or hiring them from the client side.

Concerns itself with the strategic dynamics which influence organizations externally.

Supplements the (A) case. A rewritten version of an earlier case.

Supplements the (A) case. A rewritten version of an earlier case.

Presents five situations in which professionals face ethical dilemmas.

Presents two situations: 1) two graduating MBAs from Harvard Business School compare and contrast their strategies for getting off to a good start in consulting, and 2) a junior consultant has to deal with of difficult feedback in his very first performance review.

Supplements the (A) case.

After its launch in February 1999, Thomas Weisel Partners experiences rapid growth in its first year. This case details the inaugural year's development and probes what steps the firm should take to continue the momentum.

Provides an overview of the history and development of the e-consulting industry, as well as the issues facing it.

Presents suggestions for ensuring a good start in a professional services career.

Supplements the (A) case.

Craig Johnson, Venture Law Group's (VLG) chairman, founded VLG in 1993 with a goal of'zero voluntary turnover.'In late 1998, Johnson faces the departure of three important partners, prompting himself to ask what VLG can do in the midst of an'economic hurricane'that is luring VLG attorneys to leave and enter dot.com companies.

Documents the hectic and grueling work done by Jill Greenthal's team at Donaldson, Lufkin & Jenrette in an attempt to execute a landmark deal on behalf of a key client.

Thomas Weisel, longtime leader of Montgomery Securities, realizes that the sale of Montgomery to NationsBank was the biggest mistake of his life. After his exit from NationsBanc Montgomery Securities, Weisel develops a business plan for a new merchant bank, Thomas Weisel Partners.

Jill Greenthal, managing director at Donaldson, Lufkin & Jenrette, is leading her team of investment bankers to negotiate on behalf of Tele-Communications, Inc. (TCI) on a potential landmark deal with AT&T. Representing TCI in the negotiations is the culmination of relationships that Greenthal has nurtured over the course of a decade. Despite the best efforts of her team, negotiations appear poised on the edge of an impasse. Greenthal wonders what, if anything, her team can do to help find a better alternative.

Arbitration proceedings have been initiated between Andersen Consulting and Arthur Andersen. The case details developments during 1999 and 2000, as the arbitration nears a decision.

Harvard Business School's (HBS) California Research Center, a three-year experiment initiated in July 1997 to facilitate research, case-writing, and course development centered in the Silicon Valley Region, has been a'phenomenal success.'In June 1999, HBS Dean Kim Clark and faculty are contemplating whether to modify or retain the current mission and scope of the California Research Center.

Traces the history and development of consulting within Andersen and the history of the schism between Arthur Andersen and Andersen Consulting. Ends with the two units seeking external arbitration of their dispute.

AGENCY.COM continues on its path of rapid growth, emerging as a leading interactive consulting firm. Its growth leads to new challenges related to the integration of diverse operations and the financing of future growth.

Having recently launched one of Silicon Valley's first start-ups, cofounders Chan Suh and Kyle Shannon ponder whether their interactive consulting firm is prepared to bid for work from a very large client.

Bain managing director Tom Tierney is contemplating how best to rotate the office head position between two partners at one of the firm's offices. The case provides background information on Bain's governance structure and Tierney's management style.

Provides an overview of the HBS MBA Professional Services Course. Presents a structure and an outline intended to serve as a reference and provide orientation to students as the course progresses.

Addresses the proposed IPO and raises questions regarding how agency costs may rise or fall as Goldman converts from a private partnership to a public limited corporation.

Accounting and law firms around the globe are following with great interest the progress through British courts of a lawsuit. Those familiar with the suit, filed by Prince Jefri of Brunei against the professional service firm KPMG Peat Marwick, remark that its judgment will be'a landmark ruling with profound implications.'At stake is nothing less than how professional service firms conduct their business. The case highlights: (1) the emerging tension between how accounting firms and law firms view their responsibility to clients and (2) the use and limitations of'Chinese walls'in managing potential conflicts within firms.

In June 1998, Bain's compensation and policy committee meets to review candidates for elevation to partnership. The case presents the profiles of four candidates and ends with the promotion committee debating the merits of the candidates.

Traces the history and development of consulting within Andersen and the history of the schism between Arthur Andersen and Andersen Consulting. Ends with the two units seeking external arbitration of their dispute.

Supplements the (A) case.

Ten years into his career after graduating from HBS, Tim Hertach discovers billing irregularities at his consulting firm. He must decide whether (and how) to challenge senior management or to stay quiet and protect his career.

Supplements the (A) case.

Elizabeth Lilly, Richard Rinkett, and Richard Jensen are pondering whether to launch a new investment management firm and, if so, what growth strategy to chart for the potential firm.

In June 1998, Bain's compensation and policy committee meets to review candidates for elevation to partnership. The case presents the profiles of four candidates and ends with the promotion committee debating the merits of the candidates.

Supplements the (A) case. A rewritten version of earlier cases.