1. How does the MP^2 program relate to the concept of organizational learning, and why is organizational learning a particular issue for consulting firms?

2. Some specific examples of resistance to change are given in the case. How would you summarize these? That is, what are the core factors that provoke resistance to the new program?

3. The MP^2 program is a combination of a process innovation with a managerial innovation. Should Clark Loon have proceeded differently to institutionalize and diffuse the innovation? If so, how?

4. What should Clark do now? Be sure to consider the issues raised in the last paragraph of the case.