Ward, John and Sachin Waikar. 2011.
India's Mewar Dynasty: Upholding 76 Generations of Service and Custodianship (A) (B) (C). Indian School of Business/IVEY Publishing, Case 9B11M084.
There are not many families in the world that can claim continuity of existence for over 76 generations in either business or otherwise. Families that manage such a feat tend to have strong roots of values and culture that are in line with the basic principles of trusteeship - to preserve and grow wealth (both material and spiritual) for the benefit of future generations. This case is based on the history of and current challenges faced by such a family, the Mewar dynasty from India.
Ward, John and Sachin Waikar. 2011.
Ensuring Family and Business Continuity at India's GMR Group. Indian School of Business/IVEY Publishing, Case 9B11M075.
Most family businesses do not survive beyond two or three generations. One of the main reasons for the short life span of family businesses is due to the lack of governance mechanisms in the family. With better family governance, business development becomes a more enjoyable journey and ensures continuity of the business across generations. This case is about an Indian family business, GMR Group, which was established a quarter century ago, and by 2010 became one of the major diversified infrastructure organizations in the country with large-scale interests in infrastructure (energy, roads and airports) and manufacturing (agri-business, mainly sugar). Since its founding, the Group has come a long way, from an independent proprietary enterprise to a family-owned holding corporation with several companies under its control, along with external stakeholders. The growth of the group has been led by the entrepreneurial zeal and organizational capabilities of its founder G.M Rao. Having seen many family businesses breaking up for want of adequate governance mechanisms, Rao led the way for the writing of his family’s constitution with the help of several experts. The entire family spent many hours, and after several rounds of iteration created and signed a constitution in 2007. The writing process of the constitution, and the policies and processes developed were optimal for maximizing GMR’s performance and the family’s well-being in current and future generations. The case captures the essential processes and output of writing a family constitution.
Ward, John. 2010.
Technical Note: The Family Constitution. Case 7-309-502 (KEL601).
This note introduces the importance to family businesses of drafting a family constitution to maintain success and continuity of governance of the family’s enterprises. The process of family members/owners being involved in making the draft provides the most value for the enterprise, more so than the content of the finished product.
Ward, John, Susan Schwendener and Scott Whitaker. 2010.
Creating a Family Business: The Genesis of Rogers Family Enterprises. Case 5-210-254 (KEL567).
Steven Rogers had always thought that someday he would like to own a business with one or both of his daughters. As his eldest daughter, Akilah, finished her final semester at Harvard Business School, she told Rogers that she would like to create with him a Chicago-based real estate venture that included buying, rehabbing and renting homes in the Englewood and South Shore neighborhoods of Chicago.
Rogers quickly realized that his biggest challenge was how to equitably structure the ownership of the business. He gathered advice from family business experts and slowly began to build a plan that would benefit each member of his family. Meanwhile, Akilah assumed responsibilities associated with the business as she finished her final semester at HBS. The case ends with Rogers Family Enterprises owning its first three houses.
Ward, John and Carol Adler Zsolnay. 2010.
Keddeg Company (C): March–December 2008: From Go-Go Succession to Non-Family Sale. Case 5-107-012(C) (KEL480).
A married couple who have a successful industrial B2B business evaluate whether or not to sell the business to two of their offspring, who are both entrepreneurial MBA graduates. Complicating factors include the fact that the sale price and structure need to finance the couple’s retirement and give fair inheritance treatment to the remaining siblings. In addition, the father has had some health issues and the business is doing well, so there is a lot of forward momentum to sell to the next generation.
Ward, John, Sachin Waikar and Carol Adler Zsolnay. 2009.
Technical Note: Why Bond? The Benefits of Family Ties across Time, Space, and Generations. Case 7-309-501 (KEL459).
This technical note contains examples from other fields on the benefits of bonds of families, extended families, and communities for members of multi-generation family businesses.
Ward, John, Sachin Waikar and Carol Adler Zsolnay. 2009.
Culture and Compensation: Considering Performance and Variable Pay at SRF Limited . Case 5-109-004 (KEL445).
When a consultant recommends an overhaul of the HR compensation practices that the family business is known for and prizes, what should be the next steps?
Ward, John. 2009.
Technical Note: Ten Secrets of Successful Business Families . Case 7-309-500 (KEL460).
This technical note is a descriptive list of factors that are present in large, successful, long-term and/or multi-generation family businesses.
Ward, John, Sachin Waikar and Carol Adler Zsolnay. 2008.
Families, Fortunes, and Footwear: Reaching Out to the Fourth Generation of Brazil’s Lupo S.A.. Case 5-408-753 (KEL406).
A successful third-generation family business explores whether or not to continue in business as a family into the fourth generation. If they do decide to move forward as a family business, how can they cultivate knowledge and interest among the forty-plus fourth-generation family members.
Ward, John, Joachim Schwass and Colleen Lief. 2008.
KSW (A): The Roots of Independence. Case Case IMD–3–1570.
Ward, John, Joachim Schwass and Colleen Lief. 2008.
Oracle of Omaha Meets the Visionaries of Galilee. Case IMD # 3-1744.
Iscar Metalworking was an Israeli producer of metal working and metal cutting tools for industries requiring precise tolerances. Iscar had grown into a global enterprise with employees and offices throughout the world, though it was founded in 1952 in modest circumstances. The business thrived on innovation, passion and dedication to a client-centred approach. Something appeared on the horizon, however, which could potentially disrupt the hard-developed strategies and prosperity of its winning approach. Iscar was a second generation family firm whose CEO was not a family member. Retirement loomed in the medium-term for the family member chairman and the family was unsure of next generation interest in hands-on management of the company. How best to preserve for the future what two generations had worked so diligently to build and nourish? Management evaluated a broad range of options. But Iscar's special brand of success was unique and to be protected at all costs. It became evident that the best solution for the company was to evolve into a situation where it could remain operationally independent yet have its future - corporate culture, strategic approach - assured. It felt like looking for a needle in a haystack but the answer finally appeared. Berkshire Hathaway (BH), run by the famed investor Warren Buffett, appeared to operate in fashion very recognisable to Iscar. Independence, maturity, values-driven management were evident in the way BH did business. This case explores Iscar's steps toward growth and success, its recognition that both a familiar and a different future must be assured for the long-term and the process and reality of becoming part of the BH dynasty. Learning objectives: to allow participants to consider the role of corporate culture and company 'DNA' in the context of a need for significant change. Mergers and acquisitions must be approached carefully and in full understanding of the implicit risks and benefits to a company's culture and history of a transaction. How important are similar or complementary values and purpose in a strategic combination? The approach of the acquiring firm can build or destroy value in the target. What makes the difference between the two outcomes will be explored.
Ward, John and Carol Adler Zsolnay. 2007.
Keddeg Company (B): Twenty Months Later. Case 5-107-012(B) (KEL479).
A married couple who have a successful industrial B2B business evaluate whether or not to sell the business to two of their offspring, who are both entrepreneurial MBA graduates. Complicating factors include the fact that the sale price and structure need to finance the couple’s retirement and give fair inheritance treatment to the remaining siblings. In addition, the father has had some health issues and the business is doing well, so there is a lot of forward momentum to sell to the next generation.
Ward, John and Carol Adler Zsolnay. 2007.
Keddeg Company (A): Succession to the Next Generation of Small Business. Case 5-107-012(A) (KEL369).
A married couple who have a successful industrial B2B business evaluate whether or not to sell the business to two of their offspring, who are both entrepreneurial MBA graduates. Complicating factors include the fact that the sale price and structure need to finance the couple’s retirement and give fair inheritance treatment to the remaining siblings. In addition, the father has had some health issues and the business is doing well, so there is a lot of forward momentum to sell to the next generation.
Ward, John and Carol Adler Zsolnay. 2007.
Freedom Communications, Inc: Family Enterprise or Liquidity?. Case 5-307-504 (KEL339).
A family media enterprise with very strong family culture and values is in the third and fourth generation of ownership and governance. They face a crisis when a large number of family shareholders want to cash out their shares. What led to this situation? How could it have been avoided? How should it be resolved? LEARNING OBJECTIVE: Lack of succession and liquidity planning can harm the business through generations when it becomes a crisis.
Ward, John, Joachim Schwass and Colleen Lief. 2007.
Entrepreneurial Philanthropy: Be A Non-Conformist. Lausanne: IMD Case Collection, Case IMD-3-1743.
Raymundo Leal, a self-made Mexican businessman, turned 50 in 1994. The first 25 years of his life were spent educating himself and getting married. The next 25 were devoted to building a business and raising a family. Would he spend the last part of his life as he had the previous 25 years? Should he continue accumulating money that, according to his lifestyle, he would never use? He asked himself - Is this all there is to life? Would inheriting money be the best legacy he could pass along to his children? Perhaps leaving the leadership of his company and devoting himself to Mexico’s poor with smart, effective charitable giving would be the best use of his time. There were serious ramifications to such radical change. Who would lead the business if he were to devote himself to philanthropy? How would his family react to this shift in priorities and the resulting financial implications? Learning objectives: Identifying an individual path to philanthropy; Family business succession transitions; Exploring philanthropy (or family office or family governance) as a way to maintain family cohesion and direction.
Ward, John. 2007.
Star Machining Services, Inc.. Case 5-307-500 (KEL372).
Six siblings with equal ownership conflict with each other depending on their roles as owners and/or owner managers. In this case, students will learn to clarify roles of ownership in terms of active/inactive in the business.
Ward, John and Elly Andriopoulou. 2006.
The Oberman Family and Omeda Communications Inc.. Case 5-105-003 (KEL293).
How should this successful, entrepreneurial family business plan for leadership, ownership, and governance succession to the next generation?
Ward, John and Colleen Lief. 2006.
Lee Kum Kee Co. Ltd (B): Passing Down the Recipe. Lausanne: IMD Case Collection, Case IMD-3-1618.
The B-case of this two-part series examines the 5th generation’s interest in and engagement with the company and prospects for the future of family leadership. Establishment of critical governance structures, preparation for periods of non-family management and mechanisms for formal and informal next generation education are key issues.
Ward, John and Colleen Lief. 2006.
Lee Kum Kee Co. Ltd (A): The Family Recipe. Lausanne: IMD Case Collection, Case IMD-3-1617.
This two-part case series starts with the accidental discovery of an important condiment in Chinese cuisine in 1888. The company, Lee Kum Kee Ltd., was born as a result and over the intervening years grew into a large global enterprise. Case A describes the development of the firm and family from the 1st through 4th generations. Development of a values-based corporate culture, facilitation of entrepreneurship and the ramifications of family/business crises are highlighted.
Ward, John, Suren Mansinghka, Bhaskar Sambamurthy and Elyssa Tran. 2006.
The Harilela Empire: An Indian Family Business in Hong Kong. Case 5-405-757 (KEL249).
A second-generation, multi-billion dollar Asian family business, run for decades by six brothers, faces issues of ownership, family employment, management, leadership, governance, and succession as it transitions to the third-generation of siblings and cousins.
Ward, John and Susan Perricelli. 2005.
Magid Glove and Safety Manufacturing. Case 5-404-760 (KEL120).
Based on this multi-generation family business' history, strategy, governance, and market, what does the future hold for the business and the family's involvement in it? Can succession work with co-CEOs?
Ward, John and Colleen Lief. 2005.
Four Generations of the Owens Family (B). Lausanne: IMD Case Collection, Case IMD-3-1493.
How the businesses fared after the firm was split up in 1974 and how each brother managed his company for the future are the subjects of the B case. Efforts by one branch of the family to avoid the kinds of problems that brought about the division of the original family business are outlined. Governance and ownership issues now faced by the next generation are highlighted.
This four part case series follows the Richard Owens family through nearly one hundred years of evolution and change. The family business started with one grocery store in 1906 and, by 1974, had grown into a large private enterprise that included supermarkets, liquor stores and real estate. While competitors could not seem to stop the Owens family business, fractured family relationships and rivalries caused significant problems. In 1974, the conflict came to a head and the firm was split into three, one business line for each sibling. How the businesses fared and how each brother managed his company for the future are the subjects of the B case. Efforts by one branch of the family to avoid the kinds of problems that brought about the division of the original family business are outlined. Governance and ownership issues now faced by the next generation are highlighted. The C case brings participants up-to-date with the evolution of the Richard Owens family's first constitution and governance policies implemented to help protect the family firm for the future. The D case presents the next step in family and company governance, highlighting the most recent family constitution dated November 2002.
Ward, John and Carrie Meek. 2005.
Fel-Pro (B): After the Sale-The Lehman Family Transition. Case 5-105-001(B) (KEL119).
After the sale of their multi-generation family business, a family and business transitions. The family uses the sales contract to maintain its progressive human resource policies. The family organizes a family investment office, establishes foundations, and launches new ventures.
Ward, John and Colleen Lief. 2005.
Four Generations of the Owens Family (C). Lausanne: IMD Case Collection, Case IMD-3-1494.
This four part case series follows the Richard Owens family through nearly one hundred years of evolution and change. The family business started with one grocery store in 1906 and, by 1974, had grown into a large private enterprise that included supermarkets, liquor stores and real estate. While competitors could not seem to stop the Owens family business, fractured family relationships and rivalries caused significant problems. In 1974, the conflict came to a head and the firm was split into three, one business line for each sibling. How the businesses fared and how each brother managed his company for the future are the subjects of the B case. Efforts by one branch of the family to avoid the kinds of problems that brought about the division of the original family business are outlined. Governance and ownership issues now faced by the next generation are highlighted. The C case brings participants up-to-date with the evolution of the Richard Owens family's first constitution and governance policies implemented to help protect the family firm for the future. The D case presents the next step in family and company governance, highlighting the most recent family constitution dated November 2002.
Ward, John and Colleen Lief. 2005.
Four Generations of the Owens Family (A). Lausanne: IMD Case Collection, Case IMD-3-1492.
This case series follows the Richard Owens family through nearly one hundred years of evolution and change. The A-case describes how the family business started with one grocery store in 1906 and, by 1974, had grown into a large private enterprise that included supermarkets, liquor stores and real estate. While competitors could not seem to stop the Owens family business, fractured family relationships and rivalries caused significant problems. In 1974, the conflict came to a head and the firm was split into three, one business line for each sibling.
This four part case series follows the Richard Owens family through nearly one hundred years of evolution and change. The family business started with one grocery store in 1906 and, by 1974, had grown into a large private enterprise that included supermarkets, liquor stores and real estate. While competitors could not seem to stop the Owens family business, fractured family relationships and rivalries caused significant problems. In 1974, the conflict came to a head and the firm was split into three, one business line for each sibling. How the businesses fared and how each brother managed his company for the future are the subjects of the B case. Efforts by one branch of the family to avoid the kinds of problems that brought about the division of the original family business are outlined. Governance and ownership issues now faced by the next generation are highlighted. The C case brings participants up-to-date with the evolution of the Richard Owens family's first constitution and governance policies implemented to help protect the family firm for the future. The D case presents the next step in family and company governance, highlighting the most recent family constitution dated November 2002.
Ward, John and Carol Adler Zsolnay. 2005.
Thomas Mann’s Buddenbrooks: The Decline of a Family. Case 7-404-750 (KEL284).
The case looks at Thomas Mann’s fiction novel Buddenbrooks and traces the family business trajectory of the family at the center of the novel. Many family business issues are raised, including succession, intermingling of family and business money, supporting adult offspring, and competition.
Is the saying “from shirtsleeves to shirtsleeves” inevitable in a multi-generation family business?
Ward, John and Colleen Lief. 2005.
Hilti: Our Culture Journey. Lausanne: IMD Case Collection, Case IMD-3-1434.
From the humble ambitions of two brothers, Hilti AG came a long way to win the 2003 Bertelsmann Prize. Hilti was a world leader in professional construction tools and equipment with sales approximating $2.8 billion, operations in 120 countries and a global workforce of around 15,120 who together shared in an award-winning corporate culture. Culture at Hilti, was inseparable from strategy. So when challenged at several points in their history, the company relied on the strength and underpinnings of its corporate culture to see it through. Now, with new governance changes afoot, Hilti would need to leverage this valuable resource once again.
Ward, John and Denise Kenyon-Rouvinez. 2005.
EC Family..
Ward, John and Joachim Schwass. 2005.
Four Generations of the Owens Family (D). Lausanne: IMD Case Collection, Case IMD-3-1569.
This four part case series follows the Richard Owens family through nearly one hundred years of evolution and change. The family business started with one grocery store in 1906 and, by 1974, had grown into a large private enterprise that included supermarkets, liquor stores and real estate. While competitors could not seem to stop the Owens family business, fractured family relationships and rivalries caused significant problems. In 1974, the conflict came to a head and the firm was split into three, one business line for each sibling. How the businesses fared and how each brother managed his company for the future are the subjects of the B case. Efforts by one branch of the family to avoid the kinds of problems that brought about the division of the original family business are outlined. Governance and ownership issues now faced by the next generation are highlighted. The C case brings participants up-to-date with the evolution of the Richard Owens family's first constitution and governance policies implemented to help protect the family firm for the future. The D case presents the next step in family and company governance, highlighting the most recent family constitution dated November 2002.
Ward, John and Carrie Meek. 2005.
Fel-Pro (A): A Five-Generation Winning Workplace. Case 5-105-001(A) (KEL118).
A successful, multi-generation manufacturing family business, with progressive human resource policies, weighs the pros and cons to family owners and company employees of selling the business in order to meet the challenge of global competition.
Ward, John, Joachim Schwass and Colleen Lief. 2005.
Clinton Devon Estates: Since 1299, A Culture of Distinction (C) . Lausanne: IMD Case Collection, Case IMD-3-1543.
This three part case series explores the strategic and cultural implications of recognizing a major reconsideration of a multitude of long-held beliefs may be needed to ensure a firm’s survival. The business lines and corporate culture that had served this landed estate so well and for so long had been challenged by radical changes in the operating environment, industry and ownership assumptions. The company needs to look deep inside itself and clarify its purpose and core values. The A case presents the background and colorful history of this unique business, from 1299 to the year 2000, and lays out the challenges and options under consideration by the trustees, family owners and management. Much was at stake for Clinton Devon. To sell the estate lock, stock and barrel, spending the future counting newly-liquid wealth, was not an option congruent with the family’s heritage and philosophy. However, to do nothing meant the estate’s near-certain demise. Case B reveals the innovative and unexpected steps actually undertaken by this organization and the results that followed. The C case brings the story up-to-date with an assessment of the Estate’s strategic initiatives and results. New plans for the enterprise are reviewed. Learning objectives: 1) Making decisions between two desirable alternatives may not be necessary. There may be a third way to accomplish both. 2) Reinforcing the notion that frequent, authentic communication with constituents, focused on long-term relationship building, is essential. 3) Engaging the workforce can uncover existing potential. 4) Hiring an outsider with fresh views and who shares the family’s values may bring the talents of a change agent to bear on the situation. 5) Understanding that a firm’s traditional industry and its culture and purpose can be de-linked without harm to the enterprise.
Ward, John and Joachim Schwass. 2005.
Clinton Devon Estates: Since 1299, A Culture of Distinction (A) . Lausanne: IMD Case Collection, Case IMD-3-1539.
This three part case series explores the strategic and cultural implications of recognizing a major reconsideration of a multitude of long-held beliefs may be needed to ensure a firm’s survival. The business lines and corporate culture that had served this landed estate so well and for so long had been challenged by radical changes in the operating environment, industry and ownership assumptions. The company needs to look deep inside itself and clarify its purpose and core values. The A case presents the background and colorful history of this unique business, from 1299 to the year 2000, and lays out the challenges and options under consideration by the trustees, family owners and management. Much was at stake for Clinton Devon. To sell the estate lock, stock and barrel, spending the future counting newly-liquid wealth, was not an option congruent with the family’s heritage and philosophy. However, to do nothing meant the estate’s near-certain demise. Case B reveals the innovative and unexpected steps actually undertaken by this organization and the results that followed. The C case brings the story up-to-date with an assessment of the Estate’s strategic initiatives and results. New plans for the enterprise are reviewed. Learning objectives: 1) Making decisions between two desirable alternatives may not be necessary. There may be a third way to accomplish both. 2) Reinforcing the notion that frequent, authentic communication with constituents, focused on long-term relationship building, is essential. 3) Engaging the workforce can uncover existing potential. 4) Hiring an outsider with fresh views and who shares the family’s values may bring the talents of a change agent to bear on the situation. 5) Understanding that a firm’s traditional industry and its culture and purpose can be de-linked without harm to the enterprise.
Ward, John and Joachim Schwass. 2005.
Clinton Devon Estates: Since 1299, A Culture of Distinction (B). Lausanne: IMD Case Collection, Case IMD-3-1540.
his three part case series explores the strategic and cultural implications of recognizing a major reconsideration of a multitude of long-held beliefs may be needed to ensure a firm’s survival. The business lines and corporate culture that had served this landed estate so well and for so long had been challenged by radical changes in the operating environment, industry and ownership assumptions. The company needs to look deep inside itself and clarify its purpose and core values. The A case presents the background and colorful history of this unique business, from 1299 to the year 2000, and lays out the challenges and options under consideration by the trustees, family owners and management. Much was at stake for Clinton Devon. To sell the estate lock, stock and barrel, spending the future counting newly-liquid wealth, was not an option congruent with the family’s heritage and philosophy. However, to do nothing meant the estate’s near-certain demise. Case B reveals the innovative and unexpected steps actually undertaken by this organization and the results that followed. The C case brings the story up-to-date with an assessment of the Estate’s strategic initiatives and results. New plans for the enterprise are reviewed. Learning objectives: 1) Making decisions between two desirable alternatives may not be necessary. There may be a third way to accomplish both. 2) Reinforcing the notion that frequent, authentic communication with constituents, focused on long-term relationship building, is essential. 3) Engaging the workforce can uncover existing potential. 4) Hiring an outsider with fresh views and who shares the family’s values may bring the talents of a change agent to bear on the situation. 5) Understanding that a firm’s traditional industry and its culture and purpose can be de-linked without harm to the enterprise.
Ward, John and Colleen Lief. 2005.
Prudence and Audacity: The House of Beretta. Lausanne: IMD Case Collection, Case IMD-3-1495.
After over four centuries in business, the Beretta family's gun making enterprise stands at an important threshold. The family and its hometown have provided the cultural and philosophical underpinnings that have seen the company through good times and bad. Now, the firm must address a more insidious challenge. How to continue to grow and adapt to new market and competitive situations while retaining the core that brought the company to where it is today. The role of corporate culture is juxtaposed with stability in the face of change, dedication to craftsmanship and the latest technology, close-knit family bonds and an ardor for individualism. The exercise of seemingly contradictory business concepts and approaches is examined.
Ward, John and Brian Colton. 2004.
Weston Nurseries Inc.(B). Case 5-105-002(B) (KEL148).
A non-family board member of a multi-generation family business is tapped as CEO during a leadership crisis.
Ward, John and Christina N Goletz. 2004.
Clemens Family Corporation (B): The Process of Change. Case 5-104-012(B) (KEL116).
Case A shows how a regional family company, threatened by national competition, needs to make changes to its structure and way of doing business or face extinction or sale. Case B shows the steps the business takes to make it succeed, including restructuring that involves eliminating long-time family managers and planning for succession. Case C shows post-transition successes and areas that still need work.
Ward, John and Canh Tran. 2004.
Scott Family Enterprises (A): Defining Fair Process for Cousin Owners. Case 5-204-267(A) (KEL124).
A large family business in banking and ranching is shifting leadership to the next generation and has developed a protocol to select board members agreed upon by all. When the selection occurs, it is not made in accordance with the protocol and a third generation family member questions why the selection rules were changed by second generation members without input or vote. The case highlights the growing pains of developing fair processes and guidelines for nominating and selecting board members, meeting family expectations, communicating with constituents, and encouraging active roles in governance at the cousin-stage of a family business.
Ward, John and Christina N Goletz. 2004.
Clemens Family Corporation (C): Post Transition (August 2001). Case 5-104-012(C) (KEL117).
Case A shows how a regional family company, threatened by national competition, needs to make changes to its structure and way of doing business or face extinction or sale. Case B shows the steps the business takes to make it succeed, including restructuring that involves eliminating long-time family managers and planning for succession. Case C shows post-transition successes and areas that still need work.
Ward, John and Carol Adler Zsolnay. 2004.
Succession and Continuity for Johnson Family Enterprises (B). Case 5-104-013(B) (KEL123).
Case A shows the options that exist for a successful transition of leadership from one generation to the next, based on a family's and company's unique history, structures and players. Case B shows successful leadership as a fluid, interactive process matching individual desires and potential with strategic business goals and opportunities.
Ward, John and Christina N Goletz. 2004.
Clemens Family Corporation (A): The Struggle from Family First to Business First. Case 5-104-012(A) (KEL115).
Case A shows how a regional family company, threatened by national competition, needs to make changes to its structure and way of doing business or face extinction or sale. Case B shows the steps the business takes to make it succeed, including restructuring that involves eliminating long-time family managers and planning for succession. Case C shows post-transition successes and areas that still need work.
Ward, John and Brian Colton. 2004.
Weston Nurseries Inc.(A). Case 5-105-002(A) (KEL147).
Brothers in a multi-generation family business engage in a power struggle and the board must decide on a new leadership strategy.
Ward, John and Carol Adler Zsolnay. 2004.
Succession and Continuity for Johnson Family Enterprises (A). Case 5-104-013(A) (KEL122).
Case A shows the options that exist for a successful transition of leadership from one generation to the next, based on a family's and company's unique history, structures and players. Case B shows successful leadership as a fluid, interactive process matching individual desires and potential with strategic business goals and opportunities.
Ward, John and Canh Tran. 2004.
Scott Family Enterprises (B): Addressing Family Goals and Visions in the Family Enterprise. Case 5-204-267(B) (KEL125).
A large family business in banking and ranching is shifting leadership to the next generation and has developed a protocol to select board members agreed upon by all. When the selection occurs, it is not made in accordance with the protocol and a third generation family member questions why the selection rules were changed by second generation members without input or vote. The case highlights the growing pains of developing fair processes and guidelines for nominating and selecting board members, meeting family expectations, communicating with constituents, and encouraging active roles in governance at the cousin-stage of a family business.
Ward, John and Carol Adler Zsolnay. 2004.
The Murugappa Group: Centuries-Old Business Heritage and Tradition. Case 5-104-011 (KEL121).
A successful five-generation family business group in India separates its ownership role from its operational management role to meet the needs of a more global economy. This includes hiring professional non-family managers of business units and including non-family directors on the corporate board.
Lief, Colleen, Joachim Schwass, Ulrich Steger and
John Ward. 2002.
Bata Shoe Organization (B). Lausanne: IMD Case Collection, Case IMD-3-1085.
This two-part case study examines the implications of organizational structure and control issues on company management and strategy. Effective corporate governance and its role in efficient operations management is the focus of these cases.
Ward, John and Colleen Lief. 2002.
Torvald Klaveness Group: From Old Traditions To Future Innovations. Lausanne: IMD Case Collection, Case IMD-3-1123.
From its beginning in 1947, the Torvald Klaveness Group succeeded in the shipping business through innovation and the vision of one man, Torvald "TK" Klaveness. The company grew and prospered until 1989, when TK handed the reins over to the second generation. His eldest son remained true to his father's principals and business philosophy. As yet another management transition drew closer, the next generation considered changes to the founder's succession plan and the company's strategic approach.
Lief, Colleen, Joachim Schwass, Ulrich Steger and
John Ward. 2002.
Bata Shoe Organization (A). Lausanne: IMD Case Collection, Case IMD-3-1084.
This two-part case study examines the implications of organizational structure and control issues on company management and strategy. Effective corporate governance and its role in efficient operations management is the focus of these cases.
Ward, John and Susan Perricelli. 2001.
Keystone (A)..
Ward, John and Susan Perricelli. 2001.
Keystone B..
Miller, Warren D., Gerry Boschowitz, Rudy Boschowitz, Joe Mattos, Mary Whiteside and
John Ward. 2000.
The Ghost in the Family Business. Case Study Commentary: Harvard Business Review R00315.
For teaching purposes, this is the commentary-only version of the HBR case study. The case-only version is reprint R00314. The complete case study and commentary is reprint R00308. Mac Monroe had grand plans for Georgia Building Supplies, the company he had started with a friend almost 50 years ago, selling construction materials wholesale to contractors. In the mid-1980s, Mac bought out his disgruntled partner's share of the company and put his oldest son, Mac Monroe IV, at the helm. It was all falling into place. But Mac Four, as his parents called him, died tragically in a car accident. The family and the company never recovered. Mac sold GBS two years later. Now Mac is trying it again, bankrolling Carolina Construction Supply with his youngest boy, John "Little Bit" Monroe, at the helm. The tech-savvy Little Bit would like Mac and CCS to embrace the Internet for on-line transactions and service. But Mac keeps emphasizing sales, and he's lured two heavy-hitter salesmen from the competition--including his middle son, Mike Monroe. In its first two years, CCS has lost $1 million, and the ghost of Mac Four lingers at the company--Mac is constantly invoking his name, alluding to what Mac Four would have done if he were still alive. Complicating matters is the Monroe family's overprotective matriarch, Bea, who doesn't want to hear anything bad about her boys, and who'd like more time to spend with her 70-something husband. Mac's got plenty of doubts about CCS's future--that's why he's called on P. Dee Chambers, a consultant to small businesses, for advice. What should she tell him? Can Carolina Construction Supply be saved? In R00308 and R00315, five commentators, Gerry Boschwitz, Rudy Boschwitz, Mary F. Whiteside, Joe Mattos, and John L. Ward, review this fictional account and offer their advice.
Ward, John, Joachim Schwass and Colleen Lief. 2008.
KWS (B): In Full Bloom - Independence and Continuity. IMD, Case IMD-3-1571.
KWS SAAT AG (KWS) was a leader in sugar beet, corn and cereal seed breeding, operating in 70 countries, employing over 2,700 people and reporting revenues of $724 million in FY 2006/07. It had traveled far from its founding in eastern Germany by two friends in 1856. Through the years, the two families operated the business together and moved through successive generations of hands-on management. The company prided itself on its scientific and innovative prowess. Staying on the cutting edge of the seed breeding business required a consistent and dedicated approach to research. Any short-term curtailment of investment in developing seed varieties that responded to customers’ specific needs regarding climate, pests or other concerns meant falling behind competitors, perhaps irretrievably. The families’ philosophy formed the cornerstone of the firm’s core values. Individual freedom, personal development, independence, confidence and growth were cherished ideas at KWS. Its ability to balance contradiction and reject limits was key to success. Several things came along recently to challenge the company’s approach. Consolidation in the increasingly biotechnology-oriented industry brought major global chemical companies to the industry. Their deep pockets meant that many smaller players were selling out and the field of competitors contracted. The possibility to assure the families’ financial future for generations to come was tempting. At this same time, KWS faced a management issue. The family leader saw retirement on the horizon. Yet, a family successor seemed uncertain. How could the family ensure that their values would continue to guide the firm’s operations, even perhaps in the absence of day-to-day family leadership? This two-part case series explores corporate culture within the context of change, fomenting entrepreneurship and innovation that invigorates, and developing effective strategy for a competitive environment undergoing significant adjustment. Learning objectives: To facilitate discussion of how companies may respond to not only normal, yet relentless stresses but also major events which threaten to derail generations of work; balancing incongruity and dissonance; encouraging entrepreneurial tendencies in staff; examining the role of values in an enterprise; planning for significant transitions in leadership.
Ward, John, Joachim Schwass and Colleen Lief. 2008.
KWS (A): The Roots of Independence. IMD, Case IMD-3-1617.
KWS SAAT AG (KWS) was a leader in sugar beet, corn and cereal seed breeding, operating in 70 countries, employing over 2,700 people and reporting revenues of $724 million in FY 2006/07. It had traveled far from its founding in eastern Germany by two friends in 1856. Through the years, the two families operated the business together and moved through successive generations of hands-on management. The company prided itself on its scientific and innovative prowess. Staying on the cutting edge of the seed breeding business required a consistent and dedicated approach to research. Any short-term curtailment of investment in developing seed varieties that responded to customers’ specific needs regarding climate, pests or other concerns meant falling behind competitors, perhaps irretrievably. The families’ philosophy formed the cornerstone of the firm’s core values. Individual freedom, personal development, independence, confidence and growth were cherished ideas at KWS. Its ability to balance contradiction and reject limits was key to success. Several things came along recently to challenge the company’s approach. Consolidation in the increasingly biotechnology-oriented industry brought major global chemical companies to the industry. Their deep pockets meant that many smaller players were selling out and the field of competitors contracted. The possibility to assure the families’ financial future for generations to come was tempting. At this same time, KWS faced a management issue. The family leader saw retirement on the horizon. Yet, a family successor seemed uncertain. How could the family ensure that their values would continue to guide the firm’s operations, even perhaps in the absence of day-to-day family leadership? This two-part case series explores corporate culture within the context of change, fomenting entrepreneurship and innovation that invigorates, and developing effective strategy for a competitive environment undergoing significant adjustment. Learning objectives: To facilitate discussion of how companies may respond to not only normal, yet relentless stresses but also major events which threaten to derail generations of work; balancing incongruity and dissonance; encouraging entrepreneurial tendencies in staff; examining the role of values in an enterprise; planning for significant transitions in leadership.
