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Compact case
Supplement
-
Reference no. E71SQ
Subject category: Entrepreneurship
Published by: Stanford Business School
Originally published in: 1999
Version: September 2002
Length: 1 pages
Data source: Field research

Abstract

This supplement is to accompany the case. The case describes the difficult times leading up to the arrival of a new CEO at Vicinity Corporation. The case gives background on the new CEO as well as on the company. After two successful rounds of funding and successful product development, the company ran into serious trouble. It began to miss all of its financial projections and employees had very low morale. The Board decided to make some changes and relieved the founders of their leadership roles. The difficult negotiations are detailed in the case. Next, 50% of the staff was laid off and the case describes that process. Finally, the Board began looking for a new CEO to pick up the pieces. After interviewing a number of candidates, the Board found a leader they were happy with and installed him as CEO. The case ends as the CEO starts and determines what he needs to do to make the company successful. This supplement is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).
Industry:
Other setting(s):
1999

About

Abstract

This supplement is to accompany the case. The case describes the difficult times leading up to the arrival of a new CEO at Vicinity Corporation. The case gives background on the new CEO as well as on the company. After two successful rounds of funding and successful product development, the company ran into serious trouble. It began to miss all of its financial projections and employees had very low morale. The Board decided to make some changes and relieved the founders of their leadership roles. The difficult negotiations are detailed in the case. Next, 50% of the staff was laid off and the case describes that process. Finally, the Board began looking for a new CEO to pick up the pieces. After interviewing a number of candidates, the Board found a leader they were happy with and installed him as CEO. The case ends as the CEO starts and determines what he needs to do to make the company successful. This supplement is part of the Stanford Graduate School of Business free case collection (visit www.thecasecentre.org/stanfordfreecases for more information on the collection).

Settings

Industry:
Other setting(s):
1999

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