Strategic management in a firm of consulting engineers

This article describes the introduction of strategic management in a large and diversified company of consulting engineers in Brazil. This was done by a massive strategic planning effort in which the 60 top people of the company actively participated. This approach was chosen to produce both a comprehensive corporate strategy and strategic management capability throughout the company. The project therefore gave as much attention to training and guidance as to planning itself. Psychological, organizational and ‘political’ factors were taken seriously into account. Project management was a good joint-venture between some top people inside and some external consultants, strongly interacting with each other. The project resulted not only in plans, but also in decisions, including tidying-up the divisional structure of the firm. The article evaluates the project to determine success factors in such undertakings. It is interesting for managers to appreciate the factors involved in efforts to produce plans, develop managers and reorient a company at the same time. It is also interesting because it shows a fruitful, although demanding role for management consultants in strategic reorientations: more committed, more ‘on-line’ than experts submitting recommendations; less amorphous and more performance-oriented than organizational development gurus.