Case Study Mm577

CASE STUDY

LINH DUONG PHI

DEVRY UNIVERSITY

The integration of MCS into A. T Kearney had gone smoothly. With 60 offices in over 30 countries, the consulting practice had grown to over 3,500 employees, 2,400 of whom were consultants. In 1995, revenues soared to $650 million, which placed A. T Kearney as the 11th largest consulting firm in the world and the number two firm in the high value-added segment of the market. The marketplace had received the marriage between A. T Kearney and EDS with open arms. In fact through June 1996, the two companies partnered on more than 20 successful initiatives resulting in $1.4 billion in new business for EDS and $140 million for A. T Kearney. It seems to be right when both AT Kearney and EDS gained revenue in the first year of acquisition. This is obvious because both of them are strong company in their field. A. T Kearney had evolved into one of the world’s dominant management consulting practices. Its approach was to develop realistic solutions and help clients implement recommendations that generated tangible results and improved competitive advantage. The firm was well known for its ability to deliver value and results throughout the management process, from strategy development to business and market analysis to operations, process, and technology transformation. On the other hand, EDS had established itself as a world leader in information technology services. They are two very different organizations, with different skill sets and cultures, work together in blending their services into a broad, seamless continuum. It is hard to combine them in the first period of time; but at least they have something to connect; it is Management Consulting Services (MCS). It was a right time of this acquisition to save MCS because despite the ability to combine expertise and intellectual capital with the delivery capability of EDS, MCS was having difficulties getting off the ground. In 1994 alone, the young organization lost an...