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Case Analysis: Negotiating A Client Service Predicament

Sherif Mityas is a consultant partner at AT Kearney who is working with client ZPW to improve the competitiveness of their US operations, ZUSA. Mityas has an MBA and experience in the aerospace industry. He is leading the project to transform ZUSA's productivity, which will have two six-week phases involving data collection, analysis, and recommendations. The project hits challenges with questions around whether the ZUSA management team can successfully implement the recommendations.

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Vishal Sairam
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65 views1 page

Case Analysis: Negotiating A Client Service Predicament

Sherif Mityas is a consultant partner at AT Kearney who is working with client ZPW to improve the competitiveness of their US operations, ZUSA. Mityas has an MBA and experience in the aerospace industry. He is leading the project to transform ZUSA's productivity, which will have two six-week phases involving data collection, analysis, and recommendations. The project hits challenges with questions around whether the ZUSA management team can successfully implement the recommendations.

Uploaded by

Vishal Sairam
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Case Analysis: Negotiating a Client Service Predicament

The case deals with the experience of Sherif Mityas, a consultant for AT Kearney, who is
collaborating with ZPW to turn the competitiveness of their US operations around.

After completing his MBA, Sherif Mityas, who has worked in the aerospace industry,
entered AT Kearney as an partner. He wanted to rise in the corporate hierarchy and felt
that learning MBA and switching from his technical-oriented jobs at P&W to a more
business-oriented position was the perfect way for him to do so. He was familiar in the
consultancy industry by entering AT Kearney, taking on client assignments from different
sectors. He was promoted to boss 18 months after joining, because his success is
excellent.

It took an associate 18 months to be promoted to Manager at AT Kearney. But this idea of


transforming productivity around ZUSA was his first in the consumer goods business.

The superior Tom Whitney will direct Sherif Mityas. Mityas will be assisted by John Moore,
a recently joining partner.

ZPW has become a well known name for branded products in Asia. The company started its
activities in the US by purchasing many businesses in the region. While the market share
and production of ZUSA has increased, its productivity has seen a downward trend.

The Tokyo consultants from AT Kearney, who collaborated for ZPW in Japan,
recommended that they recruit US consultants from AT Kearney to turn around ZUSA 's
operations.

During much of the mission, Mityas and Moore were on their own, with whitney only having
intermittent assistance. The project was broken into 2 stages, both of which lasted
approx. Six weeks. Phase 1: data collection, hypothesis creation for the rising
competitiveness of ZUSA, and the production of high-level recommendations to move
forward. Phase 2: Specific business cases, implementation plans and Phase 1
recommendations resource requirements.

Mityas and Moore built a strong friendship with the management team at ZUSA during the
1st process.

A discussion conference with the team ZUSA, ZPW, and AT Kearney was held at the
conclusion of Phase 1 of the project. Upon approving the AT Kearney team's
recommendations, the Japanese ZPW executives reflected that massive investment was
required to turn ZUSA 's competitiveness around. The case concludes with the ZPW
executives challenging the AT Kearney staff over the capacity of the ZUSA management
team to incorporate the planned improvements. Tom Whitney, understanding the
intention behind the question, tries to deflect it by saying his team wouldn't be able to
comment on the ZUSA management team 's individuals.

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