Harvard Case - Heidrick & Struggles and Standard Chartered Bank: Managing Global Key Accounts
"Heidrick & Struggles and Standard Chartered Bank: Managing Global Key Accounts" Harvard business case study is written by Robert G. Eccles, Kerry Herman. It deals with the challenges in the field of Organizational Behavior. The case study is 25 page(s) long and it was first published on : Jul 20, 2010
At Fern Fort University, we recommend that Heidrick & Struggles (H&S) implement a comprehensive strategy to enhance its global key account management (KAM) capabilities within Standard Chartered Bank (SCB). This strategy should focus on building a strong internal network, fostering collaborative relationships across functional areas, and leveraging technology to streamline processes and improve client insights. By doing so, H&S can position itself as a trusted partner for SCB, enabling them to achieve their strategic objectives and drive sustainable growth.
2. Background
This case study focuses on the partnership between H&S, a leading executive search firm, and SCB, a multinational banking and financial services company. SCB, facing increasing competition and evolving client needs, sought H&S's expertise in identifying and recruiting top talent for key leadership positions. H&S, aiming to expand its global reach and enhance its client service offerings, saw this partnership as an opportunity to establish itself as a strategic partner for SCB.
The case highlights the challenges faced by both organizations in managing this complex relationship. SCB, with its vast global operations, struggled to ensure consistent and effective communication across its various business units. H&S, on the other hand, faced difficulties in coordinating its internal resources and adapting to SCB's specific requirements.
The main protagonists in this case are:
- David, Managing Director at H&S: Responsible for overseeing the SCB account and ensuring successful delivery of services.
- John, Head of Human Resources at SCB: Responsible for overseeing the recruitment process and ensuring alignment with SCB's strategic objectives.
- Mary, Senior Consultant at H&S: Responsible for managing the day-to-day operations of the SCB account and building relationships with key stakeholders.
3. Analysis of the Case Study
This case study can be analyzed through the lens of several frameworks, including:
- Organizational Behavior: The case highlights the importance of understanding organizational culture, leadership styles, team dynamics, and communication patterns in managing complex relationships. H&S needs to adapt its approach to align with SCB's unique culture and leadership styles.
- Cross-Functional Management: Effective collaboration across functional areas is crucial for success. H&S needs to establish strong working relationships with various departments within SCB, including HR, finance, and legal.
- Change Management: The case emphasizes the need for a structured approach to managing change. H&S needs to effectively communicate its strategy and implementation plan to both internal and external stakeholders to minimize resistance and ensure successful adoption.
- Power and Influence: Understanding the power dynamics within SCB is essential for H&S to navigate the organization effectively. Identifying key decision-makers and building strong relationships with them is crucial for securing buy-in and driving change.
- Technology and Analytics: Leveraging technology and data analytics can enhance H&S's ability to provide insights and deliver value to SCB. This includes using data to identify top talent, track performance metrics, and optimize recruitment processes.
4. Recommendations
To address the challenges highlighted in the case study, H&S should implement the following recommendations:
1. Develop a Comprehensive KAM Strategy:
- Define clear objectives: H&S should work closely with SCB to define specific goals and key performance indicators (KPIs) for the partnership.
- Establish a dedicated KAM team: A dedicated team should be responsible for managing the SCB account, ensuring continuity and consistency in service delivery.
- Develop a knowledge management system: A centralized repository of information on SCB's business, culture, and talent needs should be created to facilitate knowledge sharing and decision-making.
2. Foster Collaboration and Communication:
- Build strong internal networks: H&S should encourage cross-functional collaboration within its own organization to ensure seamless integration of resources and expertise.
- Establish regular communication channels: Regular meetings and communication channels should be established with key stakeholders at SCB, including HR, senior management, and business unit leaders.
- Develop a shared understanding of expectations: Clear communication and alignment on expectations are crucial for preventing misunderstandings and ensuring satisfaction for both parties.
3. Leverage Technology and Data Analytics:
- Implement a talent management platform: A platform that integrates talent sourcing, assessment, and recruitment processes can streamline operations and improve efficiency.
- Develop data-driven insights: H&S should leverage data analytics to identify trends in the talent market, predict future needs, and provide insights to SCB.
- Utilize technology for communication and collaboration: Tools like video conferencing and project management software can enhance communication and collaboration across geographical boundaries.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with H&S's core competencies in executive search and talent management, while also supporting SCB's strategic objectives.
- External customers and internal clients: The recommendations aim to enhance the client experience for both SCB and H&S, ensuring satisfaction and building long-term relationships.
- Competitors: By implementing these recommendations, H&S can differentiate itself from competitors by offering a more comprehensive and strategic approach to KAM.
- Attractiveness ' quantitative measures if applicable: The recommendations are expected to improve efficiency, reduce costs, and enhance the overall value proposition for both organizations.
- Assumptions: The recommendations assume that both organizations are committed to the partnership and are willing to invest in the necessary resources and processes.
6. Conclusion
By implementing these recommendations, H&S can transform its relationship with SCB from a transactional one to a strategic partnership. This will enable H&S to become a trusted advisor and valuable partner, helping SCB achieve its strategic objectives and drive sustainable growth.
7. Discussion
Other alternatives not selected include:
- Maintaining the status quo: This would likely lead to continued challenges in managing the relationship and could result in lost opportunities for both organizations.
- Terminating the partnership: This would be a drastic measure and could negatively impact both organizations' reputations and future prospects.
Key risks and assumptions associated with the recommendations include:
- Resistance to change: Both H&S and SCB may face resistance to implementing new processes and technologies.
- Lack of commitment: If either organization is not fully committed to the partnership, it may be difficult to achieve desired outcomes.
- Data privacy and security: Implementing technology solutions requires careful consideration of data privacy and security regulations.
8. Next Steps
To implement these recommendations, H&S should take the following steps:
- Develop a detailed implementation plan: This should include timelines, roles and responsibilities, and resource allocation.
- Communicate the strategy to stakeholders: H&S should communicate the strategy and implementation plan to both internal and external stakeholders to ensure buy-in and minimize resistance.
- Monitor progress and make adjustments: Regular monitoring and evaluation are essential to track progress and make necessary adjustments to the strategy.
By taking these steps, H&S can build a strong and sustainable partnership with SCB, positioning itself as a leading provider of executive search and talent management services in the global banking and financial services industry.
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Case Description
Daren Kemp, a partner at leadership consultancy and executive search firm Heidrick & Struggles, is responsible for the firm's relationship with Standard Chartered Bank (Standard Chartered). Standard Chartered is one of 94 companies in Heidrick's strategic partners program (SPP). The purpose of the SPP is to build strategic, value-based relationships with clients. Kemp joined Heidrick in 2008 and by 2010 has successfully built a strong relationship with Standard Chartered. The case describes how Kemp and his team grew this relationship and raises questions about what can be learned from this experience and applied to the other accounts in the SPP.
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