Product Description
Abstract
The case describes how British law firm Allen & Overy approached the difficult task of reducing the number of partners in the wake of the financial crisis in 2009. By carefully working with a group of important partners, David Morley and Wim Dejonghe, the global senior partner and global managing partner, managed to preserve a sense of partnership while executing a painful round of downsizing. The case asks the reader to consider the nature of leadership in professional service firms and how leaders can adapt their leadership styles when organizations face challenging times.
Learning Objectives
The case allows readers to explore the nature of leadership in professional service firms and reflect on how leadership styles change in crisis situations.
Subjects Covered
Leadership, Governance, Change Management
Setting
Geographic: United Kingdom
Industry: Law Firm
Event Year Begin: 2008
Accessibility
To obtain accessible versions of our products for use by those with disabilities, please contact the HLS Case Studies Program at hlscasestudies@law.harvard.edu or +1-617-496-1316.
Educator Materials
Watermarked educator copies of this product are available free of charge to educators and trainers. Please create an account or sign in to gain access to these materials.
Note: It can take up to three business days after you create an account to verify educator access. Verification will be confirmed via email.
Copyright Information
Please note that each purchase of this product entitles the purchaser to one download and use. If you need multiple copies, please purchase the number of copies you need. For more information, see Copying Your Case Study.
