The case explores the possible acquisition by McKinsey &Company of design company LUNAR in response to the new directions management consulting is taking. As of 2014, a new internal unit included 'McKinsey implementation' and 'digital labs', which explored new opportunities for the Firm and soon became major growth vectors for the consultancy. Targeting new capabilities and expertise, senior leadership asks the heads of the Product Development Practice (PDP) to "shoot big" if an opportunity arises. Design is one such capability, but how should they bring it on board: A partnership with an existing design company? An outright acquisition? Or by developing organically, hiring designers to work within the company? Ultimately, the acquisition option is chosen as a way to secure proven design talent, a brand, a portfolio, infrastructure and culture. A team within the PDP pitch a proposal to acquire a design company to the McKinsey advisory board, which gives the green light for a pilot test. McKinsey&Company asks LUNAR to host a workshop (for the redesign of a storage cabinet for laptop computers) and is more than impressed with the result. Discussions to acquire the design firm begin, but strategic, organizational and operational issues must be ironed out first. Students are required to assess whether the acquisition option will succeed, whether there is a better route (with respective advantages and disadvantages), and what organizational levers can be used to optimize LUNAR's integration.

【書誌情報】

ページ数：25ページ

サイズ：A4

商品番号：HBSP-IN1510

発行日：2018/10/29

登録日：2019/2/21