Free Family Feud: Andersen vs. Andersen (A) Case Study Solution | Assignment Help

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Written by Gary F. Smith
Publish Date: 2024-11-03

Harvard Case - Family Feud: Andersen vs. Andersen (A)

"Family Feud: Andersen vs. Andersen (A)" Harvard business case study is written by Ashish Nanda, Scot Landry. It deals with the challenges in the field of Service Management. The case study is 22 page(s) long and it was first published on : Nov 17, 1999

At Fern Fort University, we recommend that Andersen Consulting implement a strategic plan to address the growing tension between the Andersen family and the consulting practice. This plan should focus on:

  • Clarifying the ownership structure and governance of the firm: Defining clear roles and responsibilities for the family and the professional management team.
  • Developing a long-term vision for the firm: Aligning the family's aspirations with the professional goals of the consulting practice.
  • Implementing a robust succession plan: Ensuring a smooth transition of leadership and ownership to future generations.
  • Strengthening the firm's brand and competitive advantage: Leveraging the family's legacy and the firm's expertise to build a strong brand identity.

2. Background

This case study focuses on Andersen Consulting, a successful consulting firm founded by Arthur Andersen, a prominent figure in the accounting world. The firm is facing internal conflict due to the growing influence of the Andersen family, who are seeking a greater role in the firm's management and decision-making. This tension is creating a rift between the family's interests and the professional management team's aspirations for growth and innovation.

The main protagonists are:

  • Arthur Andersen Jr.: The founder's son, who is seeking a more active role in the firm's management.
  • The Andersen family: Concerned about the firm's future and their stake in its success.
  • The professional management team: Focused on maintaining the firm's reputation and driving growth through innovation and expansion.

3. Analysis of the Case Study

This case study can be analyzed through the lens of several frameworks:

a) Agency Theory: The conflict between the family and the professional management team can be understood through the lens of agency theory. The family, as the principal, seeks to maximize their own interests, while the management team, as the agent, acts in their own best interests. This conflict arises from the potential for misalignment between the goals of the principals and the agents.

b) Corporate Governance: The case study highlights the importance of strong corporate governance structures in family-owned businesses. The lack of clear roles and responsibilities, along with the absence of a formal succession plan, has contributed to the current tension.

c) Brand Management: The Andersen name is a valuable asset, and its reputation is crucial to the firm's success. The family's involvement in the firm's management can impact the brand's image, particularly if their actions are perceived as being driven by personal interests rather than the firm's long-term success.

d) Competitive Advantage: The firm's competitive advantage lies in its expertise, reputation, and the strong brand name. The internal conflict threatens to erode these advantages, potentially hindering the firm's ability to compete effectively in the consulting market.

4. Recommendations

To address the issues highlighted in the case study, Andersen Consulting should implement the following recommendations:

1. Clarify Ownership Structure and Governance:

  • Establish a formal board of directors: This board should include independent directors with expertise in governance and business strategy.
  • Define clear roles and responsibilities: The family should be represented on the board, but their role should be focused on oversight and strategic direction, not day-to-day management.
  • Develop a formal governance framework: This framework should outline the decision-making process, conflict resolution mechanisms, and the role of the family in the firm's governance.

2. Develop a Long-Term Vision:

  • Conduct a strategic planning exercise: This exercise should involve both the family and the professional management team, and should aim to develop a shared vision for the firm's future.
  • Align the family's aspirations with the firm's strategic goals: This alignment is crucial to ensure that the family's involvement is beneficial to the firm's long-term success.
  • Communicate the vision to all stakeholders: Transparency and clear communication are essential to build trust and ensure that everyone is working towards the same goals.

3. Implement a Robust Succession Plan:

  • Identify and develop potential successors: This process should involve both family members and non-family members.
  • Establish a clear timeline for succession: This timeline should be communicated to all stakeholders.
  • Provide training and mentorship to potential successors: This will ensure a smooth transition of leadership and ownership.

4. Strengthen the Firm's Brand and Competitive Advantage:

  • Leverage the family's legacy: The Andersen name is a valuable asset, and the firm should capitalize on its reputation to build a strong brand identity.
  • Focus on innovation and service quality: This will help the firm differentiate itself in the competitive consulting market.
  • Invest in employee empowerment and development: This will help the firm attract and retain top talent, further strengthening its competitive advantage.

5. Basis of Recommendations

These recommendations address the core issues identified in the case study, taking into account the following factors:

  • Core competencies and consistency with mission: The recommendations support the firm's core competencies in consulting and align with its mission to provide high-quality service to clients.
  • External customers and internal clients: The recommendations aim to ensure the firm's long-term success by addressing the needs of both external customers and internal clients, including the family and the professional management team.
  • Competitors: The recommendations focus on strengthening the firm's competitive advantage, allowing it to compete effectively in the consulting market.
  • Attractiveness: The recommendations are expected to enhance the firm's financial performance and profitability, as well as its brand value and reputation.

6. Conclusion

Andersen Consulting faces a critical juncture in its history. The firm needs to address the tension between the family's interests and the professional management team's aspirations for growth and innovation. By implementing the recommendations outlined above, the firm can create a sustainable future that balances the family's legacy with the firm's professional goals. This approach will ensure that Andersen Consulting remains a leading player in the consulting market, while also preserving the Andersen name and its legacy for future generations.

7. Discussion

Other alternatives not selected include:

  • Selling the firm: This would provide a quick solution to the conflict, but it would also mean losing the Andersen name and legacy.
  • Dividing the firm: This could create two separate entities, but it would also potentially weaken both firms' competitive advantages.

The key risks associated with the recommended approach include:

  • Resistance from the family: The family may be reluctant to relinquish control or to accept a more limited role in the firm's management.
  • Difficulty in implementing the recommendations: The process of implementing these recommendations will require significant effort and coordination.

8. Next Steps

To implement these recommendations, Andersen Consulting should:

  • Form a task force: This task force should include representatives from the family, the professional management team, and independent experts.
  • Develop a detailed implementation plan: This plan should outline the specific steps, timelines, and resources required to implement each recommendation.
  • Communicate the plan to all stakeholders: This will ensure that everyone is aware of the changes being made and can provide input.
  • Monitor progress and make adjustments as needed: The implementation process should be dynamic and adaptable to changing circumstances.

By taking these steps, Andersen Consulting can successfully navigate the challenges it faces and create a sustainable future for the firm.

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Case Description

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.

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