Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Published by: International Institute for Management Development (IMD)
Originally published in: 2005
Version: 03.11.2006
Length: 6 pages
Data source: Field research

Abstract

This is the second of a two case series (IMD-3-1617 and IMD-3-1618). The (B) case examines the 5th generation''s interest in, and engagement with the company, and prospects for the future of family leadership. Establishment of critical governance structures, preparation for periods of non-family management and mechanisms for formal and informal next generation education are key issues. A video ''IMD-3-1617-V'' is available to accompany this case series.
Industry:
Size:
USD600 million annual revenues
Other setting(s):
1888-2005

About

Abstract

This is the second of a two case series (IMD-3-1617 and IMD-3-1618). The (B) case examines the 5th generation''s interest in, and engagement with the company, and prospects for the future of family leadership. Establishment of critical governance structures, preparation for periods of non-family management and mechanisms for formal and informal next generation education are key issues. A video ''IMD-3-1617-V'' is available to accompany this case series.

Settings

Industry:
Size:
USD600 million annual revenues
Other setting(s):
1888-2005

Related