Elmer had finished the canola harvest ahead of schedule. As revealed by the financial statements in the case helped by strong commodity costs E had experienced successive years of prosperity. Elmer, in his mid-50s, was confident regarding the industry, and he was personally content with the present state of his operation. Elmer realized that he was not the only stakeholder to consider in the exercise of planning for the future, despite being the lone owner of Double E.
His joint-venture partner, Jim Flath; Chad, a farmer with whom Elmer worked closely; and Elmer's son Matt all added a few question marks to Double E's five-year plan. Elmer also needed to consider changing industry dynamics, including global food demand, and what resources he had behind him if the circumstances at Double E were to change down the road. He'd been in the business of farming long enough to know that lengthy periods without change were uncommon luxuries. Outside changes (including volatile commodity prices or the removal of the wheat board) or internal changes (including Jim or Matt's evolving interests or Chad's growing business) could have drastic impacts on Double E. In the face of many potential and unknown challenges, Elmer sat down to start the complex task of envisioning where his farm would be in five years, both operationally and fiscally."
PUBLICATION DATE: December 14, 2011 PRODUCT #: W11561-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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