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Case Studies by Randel Carlock

43 case studies

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published: 29 Jun 2015

  • Topic: Family Business
  • Region: Middle-East

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Abstract:
Growing family businesses need to create new governance structures to ensure the alignment of family expectations with the needs of the business, as well as accountability. As the family and business mature, and ownership/management functions are separated, the role of the family is increasingly one of governance. Alignment of family and business governance processes among family, owners and management is therefore an important family responsibility.

Pedagogical Objectives:
This case helps owners, management and boards appreciate the role of family and business governance in decision making and accountability. It also encourages business families to heed the challenges they face in planning and decision making. Family governance is much more complex than business governance because the structures and processes involved depend on the family’s values, characteristics, shared experiences and business situation.

Keywords:
Family Business, Next Generation, Board of Directors, Governance, Philanthropy

published: 25 Nov 2013

  • Topic: Entrepreneurship
  • Industry: Telecommunications
  • Region: Asia

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Abstract:
The objective of this case is to explore how governance can positively support management in developing and implementing a business strategy based on talent development as a competitive advantage. While it has been argued by some that senior leadership (CEO and management) determine a firm's strategy, others highlight the role of governance, or alternatively the importance of shared strategy making. This case demonstrates that talent development is influenced by all of these factors and depends in large measure upon the nature of the relationship between the CEO and board and their interaction in the strategy-making process.

Pedagogical Objectives:
Appreciating the role of the CEO, Chair and board in shaping a talent development strategy; The board of director's contribution to talent development as a part of long-term corporate strategy; The challenge of corporate transformation from a regional to a global strategy; Talent Development as a management tool for leadership development and succession planning; Recognizing corporate social responsibility goals as a part of the firm's strategy; The challenges of having a sovereign wealth fund as a controlling shareholder.

Keywords:
Telecommunication, Leadership, Talent Development, Strategy, Board Engagement

published: 27 Mar 2009

  • Topic: Family Business
  • Industry: Shipping
  • Region: Asia

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Abstract:
In 1955 Pao Yue-Kong created World Wide Shipping Company Limited at a time when shipping was not recognized as a lucrative industry. Under his leadership and later his son-in-law and grandson's, BW Group (renamed after an acquisition) became the largest private shipping fleet in the world. Based on interviews with Dr. Sohmen and his son Andreas Sohmen-Pao, chairman and managing director respectively, in this case we learn how family owners and leaders address the strategic and financial challenges as their company becomes a dominate player in a highly cyclical industry.

Pedagogical Objectives:
This case explores the need to establish financial and governance structures that balance family and non-family ownership demands. It also addresses how business families deal with stakeholders, board members, and management. It considers the influence of family values on balancing the often shorter-term investment horizons held by public investors with the long-term decision horizons maintained by the family.

Keywords:
Next Generation, Board, Family Values, Shareholders, Board Member, Family Communication, Stakeholders, Family Business Governance, Corporate Governance, Corporate Governance for Family Firms, Wicfe, Governance, Parallel Planning, Strategy, Boards

published: 26 Feb 2009

  • Topic: Family Business

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Abstract:
The case describes the challenges of a CEO making the transition from an advisory board to a formal board of directors. Strengthening governance is an important structure to support the transition of family businesses across generations.

Pedagogical Objectives:
The case explores how to strengthen a board of directors. It asks students to consider board composition, qualification, compensation and size. It also focuses on the functions of the board and CEO in managing the company, helping to clarify director and executive roles

Keywords:
Family Business, Family Business Governance, Board Members, Family Board Members, Family Governance, Corporate Governance, Corporate Governance for Family Firms, Wicfe, Succession, Next Generation, Governance, Parallel Planning, Strategy, Boards

published: 28 Apr 2008

  • Topic: Entrepreneurship
  • Industry: Global
  • Region: Global

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Abstract:
After his first week on the job, the new CEO is concerned about his decision to join ABC Telecommunications to lead its turnaround effort. He now realises that he was overly optimistic when he promised the board a 36-month recovery. Early on he thought he was the right man for the job but the odds do not look good for one person to change a firm that has a corporate culture based on 10 years of missed opportunities and bad execution. Worse still, nobody knows who is really in charge. Is it the supervisory board, the executive committee, or the CEO? The fact is, nobody is taking responsibility for the loss of ABC’s market share or the general decline of the company.

Pedagogical Objectives:
This case helps to understand all the elements that create a healthy company. It allows students to deal with the questions of strategic implementation, strategic turnaround, values for employees and shareholders, identifying goals and possible business vision.

Keywords:
Turnaround, Turnaround Strategy, Strategic Implementation, Strategic Turnaround, Company Values, Company Goals, Business Vision

published: 22 Apr 2016

  • Topic: Family Business
  • Industry: Commodities
  • Region: North America

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Abstract:
Founded in 1865, Cargill one of the world's largest family businesses but has faced several challenges as it transitions from generation to generation. Business succession is complicated by the involvement of two families; the Cargills and their in-laws the MacMillans. A difficult transition to an in-law in the early 1900s eventually resulted in the Cargills losing control. However, the animosity between the two families focused their attention on building a vision based on shared values of entrepreneurship, fair play and a commitment to long-term family ownership.

Pedagogical Objectives:
This case explores family business role transitions and the challenges of family investment and liquidity. It also discusses the importance of managing beyond the family, the importance of entrepreneurial innovation, and effective communication in family businesses. Finally, it demonstrates the concept of stewardship as an ownership model.

Keywords:
Family Business Transitions, Family Investment, Stewardship, Non-Family Executives, Fair Process, Communication in Family Business, Succession Planning, Family Business Liquidity, Corporate Governance, Corporate Governance for Family Firms, Wicfe, Succession, Next Generation, Fair Process, Communication, Psychology, Gender, Governance, Parallel Planning, Strategy, Boards

published: 03 Jan 2006

  • Topic: Family Business
  • Industry: Pharmaceutical
  • Region: Asia

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Abstract:
This case and teaching note explore one of Singapore's early entrepreneurs and the family business empire he created. Eu Tong Sen started from humble beginnings as tin miner, and over the next 50 years built a family firm that included mining, rubber plantations, real estate and banking. One of his early ventures in traditional Chinese medicine is the only operating company the family still controls. The second generation of the Eu family was racked by conflict and legal battles as the 24 children of the founder and his five wives have fought for control of the family dynasty. The case explores how Richard Eu, a grandson of the founder, united his cousins in an alliance to stop their father's feuds and regenerate the traditional Chinese medicine business into one of the few companies on the Hong Kong stock exchange that actually improved its performance and stock price during the recent SARS epidemic.

Pedagogical Objectives:
This case explores the impact of family relationships (the founding entrepreneur had five wives resulting in 24 children and 72 grandchildren), changes in the business environment, the need for improved structures and systems as the family matures and the power of regenerating a business around a family's values. The case and teaching note will examine the problems confronting traditional family business and how the next generation of Western-trained family members can blend traditional and Western thinking to create value for the family.

Keywords:
Asian Family Business, Chinese Family Business, Chinese Entrepreneurship, Family Conflicts, Family Business Strategy, Next Generation Leaders, Wicfe, Succession, Next Generation, Fair Process, Communication, Psychology, Gender, Governance, Parallel Planning, Strategy, Boards

published: 21 Mar 2008

  • Topic: Family Business
  • Region: Global

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Abstract:
Andrew Whiteside and his five siblings, owners of a family business, have staged a semi-annual family meeting to review business results with all blood relatives over 21. With the next meeting coming up, many different perspectives and emotions are starting to appear within the senior and next generation. While some people feel these meetings are very effective, others are concerned that the existing family forum may be creating more problems than solutions because difficult issues, like board seats or family compensation, are not discussed. What can be done to improve communication?

Pedagogical Objectives:
This case allows us to understand the purpose of a family meetings, and the need to establish a structure that encourages family participation in planning, problem solving and decision making. It also deals with next generation problems and recognition as well as rules to develop the meeting into a formal council.

Keywords:
Family Meeting, Next Generation, Family Meeting Members, Family Council, Communication in Family Business, Family Business, Corporate Governance, Corporate Governance for Family Firms, Corporate Governance, Corporate Governance for Family Firms, Wicfe, Fair Process, Communication, Psychology, Gender, Governance, Parallel Planning, Strategy, Boards

published: 10 Jan 2001

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Abstract:
It is now recognized that new venture start-ups can offer a career choice that is a little sexier, a little wilder, and in the long run equally lucrative, to the consulting or banking jobs that typically dominate post-MBA career paths. The FrogPubs case describes two entrepreneurial bad boys who ten years ago chose a different path, forming a partnership to develop their own, traditional business start-up. In the case, the two entrepreneurs discuss the thrills and chills involved in writing and implementing their business plan, as well as the lessons they learned while building their successful business brick by brick. The case study is organized in a way that allows discussion based on natural focus points ranging from potential bankruptcy in the early days, to later issues of personnel management, joint-venture partnership and protecting and exploiting a unique but maturing business concept.

Pedagogical Objectives:
This case focuses on the challenges that entrepreneurs face as they attempt to exploit growth opportunities with a new venture. Each section of the case looks at the issues that entrepreneurs face as they launch and grow their firm. As the case evolves, the authors explore different decisions confronting the entrepreneurs related to growth, organization development and new strategic opportunities. As the case concludes, FrogPubs has multiple locations, and it is time for the entrepreneurs to consider and refine their personal vision for the business and their own career expectations. Multimedia; Media support; Entrepreneurship; Start-ups; Managing growth; Human resource management; Corporate culture; New venture; Joint venture; Venture strategy; Business partnership

Keywords:
Multimedia, Media Support, Entrepreneurship, Start-Ups, Managing Growth, Human Resource Management, Corporate Culture, New Venture, Joint Venture, Venture Strategy, Business Partnership

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published: 01 Oct 2001

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Abstract:
Please refer to part A for the abstract

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