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Case Studies by Randel Carlock

43 case studies

by Publication Date
published: 02 Jan 2006

  • Topic: Strategy
  • Industry: High Tech
  • Region: North America

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Abstract:
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.

Pedagogical Objectives:
The teaching objectives are: (1) to define the role of board - strategic development and decision making; (2) to recognise the importance of family legacy and shareholders' influence; (3) to explore the challenge of leadership - regenerating a highly regarded corporation; and (4) to understand the significance of corporate culture in organisational transitions.

Keywords:
Corporate Governance, Corporate Governance for Family Firms, Wicfe, Governance, Parallel Planning, Strategy, Boards

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published: 02 Jan 2006

  • Topic: Strategy
  • Industry: High Tech
  • Region: North America

Show details ...

Abstract:
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.

Pedagogical Objectives:
The teaching objectives are: (1) to define the role of board - strategic development and decision making; (2) to recognise the importance of family legacy and shareholders' influence; (3) to explore the challenge of leadership - regenerating a highly regarded corporation; and (4) to understand the significance of corporate culture in organisational transitions.

Keywords:
Corporate Governance, Corporate Governance for Family Firms, Wicfe, Governance, Parallel Planning, Strategy, Boards

Related:

published: 02 Jan 2006

  • Topic: Strategy
  • Industry: High Tech
  • Region: North America

Show details ...

Abstract:
This is the fourth of a four-case series. At first glance, Hewlett Packard (HP) doesn't seem to be a family firm, but when push comes to shove - as it did during the controversial HP-Compaq merger - family matters. The case introduces the strategy that drove the merger, analyses Carly Fiorina's background and leadership style, and discusses the corporate culture of HP. Chronologically, the case begins with the announcement of the merger and ends with the shareholders' vote. This case study illustrates the importance of corporate governance, parallel planning, and a shared vision in organisations in which the founding families still have a large financial and emotional stake.

Pedagogical Objectives:
The teaching objectives are: (1) to define the role of board - strategic development and decision making; (2) to recognise the importance of family legacy and shareholders' influence; (3) to explore the challenge of leadership - regenerating a highly regarded corporation; and (4) to understand the significance of corporate culture in organisational transitions.

Keywords:
Corporate Governance, Corporate Governance for Family Firms, Wicfe, Governance, Parallel Planning, Strategy, Boards

Related:

published: 01 Jul 2005

  • Topic: Family Business
  • Industry: Food Industry
  • Region: Europe

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Abstract:
Trouble begins in this Tuscany family business as repercussions of traumas suffered by first and second generation family members affect the third generation. The Baldinis had always worked together in their olive groves to produce the finest quality olive oil, but now, old wounds of which younger family members were barely aware, threatened the future of the business. Using genograms as a tool to help understand family dynamics and relationships, this case challenges students to find solutions to a potential succession crisis in the Baldini family.

Pedagogical Objectives:
Applying learning from genograms to family businesses, addressing issues of: -conflict avoidance -sibling or family competition -difficulties with change or loss -gender stereotypes -power concentration -succession in family business

Keywords:
Genograms, Family Systems, Family Dynamics, Family Relationships, Business Families, Succession Planning, Wicfe, Succession, Next Generation, Fair Process, Communication, Psychology, Gender

published: 01 Dec 2004

  • Topic: Family Business
  • Industry: Heavy industry
  • Region: North America

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Abstract:
As a multi-generational family business with a 100-year history in industrial engineering, the Nash Engineering Company had turned many challenges into opportunities. But in the late 1990s, the market for their products collapsed. The family and executive managers were faced with several options. Should they try to continue as a stand-alone organization? Should they pursue a strategic acquisition? Should the family sell Nash Engineering? There were many factors to consider, among them individual shareholders’ need for dividends and liquidity, and the family’s sense of pride in their heritage. What was the best solution for the business and the family?

Pedagogical Objectives:
Exploring the importance of family involvement in decisions that affect the business Exploring options for the next generation: stand-alone; merge or acquire; or sell?

Keywords:
Family Business, Strategic Acquisitions, Family Legacy, Investment Banking, Shareholders' Rights, Selling Family Business, Private Equity, Investment Partners, Corporate Governance, Corporate Governance for Family Firms, Wicfe, Governance, Parallel Planning, Strategy, Boards

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published: 01 Dec 2004

  • Topic: Family Business
  • Industry: Heavy industry
  • Region: North America

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Abstract:
As a multi-generational family business with a 100 year history in industrial engineering, the Nash Engineering Company had turned many challenges into opportunities. But in the late 1990s, the market for their products collapsed. The family and executive managers were faced with several options. Should they try to continue as a stand-alone organization? Should they pursue a strategic acquisition? Should the family sell Nash Engineering? There were many factors to consider, among them individual shareholders’ need for dividends and liquidity, and the family’s sense of pride in their heritage. What was the best solution for the business and the family?

Pedagogical Objectives:
There were many factors to consider, among them individual shareholders' need for dividends and liquidity, and the family's sense of pride in their heritage. What was the best solution for the business and the family? The teaching objectives are: (1) exploring the importance of family involvement in decisions that affect the business; and (2) exploring options for the next generation: stand-alone; merge or acquire; or sell? An instructors media support DVD '802-035-0' is available to accompany this case series.

Keywords:
Family Business, Strategic Acquisitions, Family Legacy, Investment Banking, Shareholders' Rights, Selling Family Business, Private Equity, Investment Partners, Corporate Governance, Corporate Governance for Family Firms, Wicfe, Governance, Parallel Planning, Strategy, Boards

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published: 29 Oct 2002

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Abstract:
The critical issues facing young adults from family businesses involve balancing responsibility to family with their own career aspirations. The Love and Work case helps students recognize that there are many ways other than full time employment for participating in their family business. Rena—a young MBA student from a business family—discusses the deeply emotional issues she faced as she was deciding whether to return to the family firm or seek her own career outside. The case study is structured to allow students to study her conflict and dilemmas, and project their own family business career issues. The final case segment is designed to help students recognize the many forms of important participation that a family business can create, including governance, ownership, and advising.

Pedagogical Objectives:
The Love and Work case has been taught many times with MBA students and executives. It is popular because Rena's personal story resonates with the issues they are facing. These unique family career issues include:
- What are my responsibilities to my family?
- Should I explore a new career option outside of the family business, and if so, for how long?
- What other options for participation in the family business exist (advisor, board member, owner)?

Keywords:
Family Business, Family Firms, Entrepreneurship, Business Families, Leadership Succession, Career Management, Family Business Succession, Family Business Conflict Resolution, Wicfe, Fair Process, Communication, Psychology, Gender, Succession, Next Generation, Education, Entrepreneurship, Leadership

published: 01 Oct 2001

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Abstract:
Please refer to part A for the abstract

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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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published: 01 Oct 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.

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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