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This case provides an idea to reflect on the process of delegating authority in a mid-sized company with an innovative twist (dividing up the organisational structure into a number of hierarchical levels; the presence of a department manager). An initial direction to follow for the discussion has to do with the organisational structure. Secondly, the case can be discussed from the viewpoint of delegating authority. The delegation process, as implemented here, represents an extreme case; the entrepreneur wants to transfer the entrepreneurial role to the managers of foreign subsidiaries. His administrative style, giving his managers certain answers and denying them others, hinges completely on his desire to develop their ability to make decisions typical of an entrepreneur.