Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Length: 17 pages
Data source: Field research
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https://casecent.re/p/44733
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Abstract
Eastman Chemical Co. spun off from Kodak in 1993. CEO of Eastman, Earnest Deavenport, did not want to see the new company''s board with any members of the Kodak board, so he initiated a deliberate and thorough process to build an entirely new board that he hoped would be, in many ways, on the cutting edge. This case describes the selection process and documents the backgrounds of the chosen directors. Discusses the board''s first year at work, and it records the reflections "one year in" of Deavenport and a couple of board members.; Provides an opportunity to evaluate the process and outcome of building a board from scratch.
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Abstract
Eastman Chemical Co. spun off from Kodak in 1993. CEO of Eastman, Earnest Deavenport, did not want to see the new company''s board with any members of the Kodak board, so he initiated a deliberate and thorough process to build an entirely new board that he hoped would be, in many ways, on the cutting edge. This case describes the selection process and documents the backgrounds of the chosen directors. Discusses the board''s first year at work, and it records the reflections "one year in" of Deavenport and a couple of board members.; Provides an opportunity to evaluate the process and outcome of building a board from scratch.