Management

Management
Governance and Talent Management in a Professional Services Firm By Yuliya V. Ivanova, J. Source: North American Case Research Association (NACRA) 14 pages. Publication date: Jan 15, 2010. Prod. #: NA0078-PDF-ENG
Governance and Talent Management in a Professional Services Firm
By Yuliya V. Ivanova, J.
Source: North American Case Research Association (NACRA) 14 pages. Publication date: Jan 15, 2010. Prod. #: NA0078-PDF-ENG
The Academy for Professional Development (APD) was launched in 1993, shortly after Perestroika and the turbulent time of Soviet disintegration. With the support of the Soros Foundation and a local Ministry of Privatization, APD became the most prestigious professional business education and consulting firm in the country. Assembling and training a “team of talents” is always difficult, more so in this case because of the nature of local business practices, the proliferation of professional service firms competing for business and state-director clientele, and the lure of opportunities in more stable environments. As APD gained experience in business education and consulting, different directors implemented new programs and brought different styles of management. As the organization experiences turnover of its professional staff, its founder and Chairman of the Board is concerned about the role he should take as the organization matures.

TO COMPLETE:

The main text should include two sections, besides introduction and conclusion please remember to use at least four peer reviewed journal articles to also support your case findings:
• Section One: A brief summary of the case and identification of the problem proposed by the case.
• Section Two: Answer the following questions:
1. What can we learn from the APD case? How did APD’s philosophy, policies, and practices contribute over time to its current talent management issues?
2. Does Golko’s managerial style support or hinder APD’s prestige and growth? Explain.
3. If you were in the position of Dronov as absentee chairman and the now-exiled founder and chief strategist, what steps would you take to improve the situation at APD?
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Assume you are the Chief Finance Officer (CFO) of a publicly traded nationwide chain of Kwality food stores. Your company is considering opening a new store; a space is available in the Federation Square building in Melbourne. If you do not sign the lease today there is a high probability that someone else will.

The building management has offered you a choice oftwo leases:

Lease A is an open ended lease that will allow you to operate in the building without any options to break the lease. Underthis lease the new store will cost $9, 000 per month to operate including lease payments.

Lease B provides you with the once-off option to walk away from the lease with no financial penalties at

two months. However, lease payments underthis lease will be an additional $1,000 per month.

You are facing two possibilities here: If everything going in the right direction, you can expect to generate $17, 000 per month in revenue in perpetuity. However, if your customers are mainly limited to morning and evening commuters, you expect the revenue to be halved. You estimate that there is an equal probability
for each ofthe above revenue possibilities. The set up cost ofthe store will be $350, 000 and assume a required rate of return of9% per
year

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