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Does Process Form and Strategy make a business successfulADL enjoyed a pre-emptive market share originating from the late 1800s and became the leader of a growing management consulting practice during 60s and 70s By the end of the 70s and early 80s they lost their dominant position as the market grew and they continued to slide as the success of new companies tooled with contemporary technologies and skills identifiable products and a singular image gained market strength ADLs pride was in the freshness of approach to each case the Eureka kind of solutions and no repetitive job undertaking Work at ADL was problem oriented technically based and highly customized However the company identity was fragmented and confused and did not have a formal organizational structure A team of 5-15 people made a unit There were 2-4 units per section and around 40 sections with 5-10m in revenues for each section In 1954 ADL attempted to form into 7 divisions but this resulted in fighting over leads and capital resources ADLs work force was highly innovative with high morale and a broad range of freedom in work There was no career ladder within the organization and titles meant little as new jobs allowed for a new hierarchical structureStrengths and competitive forces during 80sThe market in the 70s had started growing from 2b to 40b and there were a lot of new entrants As opposed to ADL they focused on specific areas of management consulting and specialized in a few particular areas The new entrants also had an effect of segmenting the market into core functional components ADL was a broad-based non-specific product company which allowed for capturing many business problems that arose as markets evolved ADL enjoyed a very strong past a vast knowledge base and a good RD facility The internal organization of company was totally flat which initially worked to their advantage One major strength was the return of LaMantia to ADL as
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