Abstract
A FEW YEARS AGO, a new consultant joining the firm of Mitchell, Hall and Josephs (a pseudonym for a leading management consulting firm in New York City) would probably have heard a story about a senior partner, Steve, and a junior consultant, Dave, that went more or less like this: Steve and Dave are en route to a hospital at the tip of Manhattan for an appointment with the chief executive officer, who has engaged the consulting firm to work through a merger application with another hospital. Unlike most New Yorkers who hail taxis when they need to get around, Steve is famous for driving his Mercedes everywhere. Steve ...

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