Barry Donovan, chairman of a small but rapidly growing consulting firm, was thinking about what he intended to discuss with his colleagues at the firm’s management committee meeting the next morning. Although he was satisfied with the firm’s high profits and wide range of new business opportunities, Donovan found himself worried about the task of setting the strategic direction for a worldwide consulting firm and managing the continued growth of its staff. “Where are we headed? How can we manage this organization when it doubles in size?” he wondered.
A version of this article appeared in the July 1987 issue of Harvard Business Review.
