ine line between the new direction and product driven approach shouldn’t be crossed because of the established business relationships in the local offices. Also he attracted well known experts to form a group that will develop and share the existing knowledge of the company.The open minded Fred Gluck contributed much to the innovation starting with the brainstorm strategizing during the “Super Group” session. He also brought his ideas about the knowledge as a core firm’s activity and asset. The creation of the 15 virtual Centers of Competence was a revolutionary step towards the functional expertise. That was a very costly project with unspecified budget but he was aiming high. It was actually a long-term blue skying for the practice leaders with one single purpose – to collect as much new ideas as possible. Gluck supported the practice development and defended it withJudging by the evidence of the three mini cases, we see that the firm has been somewhat effective iin it's two decade long change process. However, it's not as simple to decipher whther or not it has been successful since each of the three case pointed out some strengths and weaknesses that have resulted from the over two decades of change. The Sydney office case for example, actually proves that the last two decades of management change have had varying differences.. The client on the project was very impressed with the value added in their acces to knowledge, which was one of management's objectives. Also the amount of resources that Stuckey had available was quite large. He was able to organize a team with such diverse members. However, it was a very complex and difficult process finding associates that to complete the team. Stuckey also felt that even though the customer was satisfied, that the company had become very introverted in it'sway of looking at and handling of client challenges. He felt that even though the knowledge systems we...
