Advertisement

Data Driven pp 61-71 | Cite as

The Structure of Consulting Cases

  • Jeremy David Curuksu
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

A classic dilemma for consulting practitioners is how much to rely on pre-defined frameworks. When does a structure stop qualifying for one size fits all and start reinventing the wheel? How to strike a right balance?

References

  1. 18.
    Christensen CM (1997) The innovator’s dilemma: when new technologies cause great firms to fail. Harvard Business School Press, BostonGoogle Scholar
  2. 19.
    Anthony S, Johnson M, Sinfield J, Altman E (2008) The innovator’s guide to growth. Harvard Business School Press, BostonGoogle Scholar
  3. 46.
    Anthony SD (2012) The little black book of innovation. Harvard Business School Press, BostonGoogle Scholar
  4. 47.
    Drucker P (1985) Innovation and entrepreneurship. HarperCollins, New YorkGoogle Scholar
  5. 77.
    Kim W, Mauborgne R (2004) Blue ocean strategy. Harv Bus Rev 82(10):76–84Google Scholar
  6. 88.
    Shapiro EC, Eccles RG, Soske TL (1993) Consulting: has the solution become part of the problem? MIT Sloan Manag Rev 34(4):89–95Google Scholar
  7. 100.
    Silbiger S (2012) The ten day MBA. HarperCollins, New YorkGoogle Scholar
  8. 144.
    Rasiel EM, Friga PN (2002) The McKinsey mind. McGraw-Hill, New YorkGoogle Scholar
  9. 147.
    Quoting a McKinsey representative met at an on-campus information session that took place during the 2013 recruiting campaign at Harvard UniversityGoogle Scholar
  10. 148.
    Cosentino MP (2011) Case in point. Burgee Press, NeedhamGoogle Scholar
  11. 149.
    Rochtus T (2012) Case interview success. CreateSpace, CharlestonGoogle Scholar
  12. 150.
    Cheng V (2012) Case interview secrets. Innovation Press, SeattleGoogle Scholar
  13. 151.
    Thiel P, Masters B (2014) Zero to one: notes on startups, or how to build the future. Crown Business, New YorkGoogle Scholar
  14. 152.
    Ries E (2011) The lean startup: how today's entrepreneurs use continuous innovation to create radically successful businesses. Random House, New YorkGoogle Scholar
  15. 153.
    Ansoff HI (1957) Strategies for diversification. Harv Bus Rev 35(5):113–124Google Scholar

Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  • Jeremy David Curuksu
    • 1
  1. 1.Amazon Web Services, IncNew YorkUSA

Personalised recommendations