An investigation into the link between culture and strategy using soft systems methodology and group analysis. Part 2 goup analysis

This was the second of two papers investigating the capability of a consulting firm (the Company) to adopt a team-based business model. The first paper concluded that the evidence suggests that the Company did not have the existing structures, policy and culture to move to team based work. This paper examines the capability of the consultants within the Company to move to a team-based business model using an instrument to determine team role preferences. The conclusion was that the highly individualistic team role preferences of the consultants would not support the proposed business model.