After meeting with the mediator, Montague and Davis agreed that their goal was not in accordance with, and Davis left the General scanning. Montague and Brosens wrote three-year goals for the company and started looking for a new professional manager. Chuck Winston took the role of CEO / President with the objectives of growth, efficiency, consistency, and solid management. Winston decentralized company by creating four separate divisions: Recorder products, laser systems, optical scanning and laser graphics. By the end of 1994, General Scanning cost more than $ 76 million, showing a profit with a strong balance sheet, and had more than 1,000 clients. Turning around the company and grew it three times, Winston and the founders must decide what to do next: mergers, acquisitions, make IPO, or parallel successful laser systems division. There were pursuing the issue that most of the stock was held by two founders. The case challenges students to discuss the deal with the main problem of the management of the company's technology -. That is, a formal change in the role by changing the ownership of the founders and board of directors' Hide
by H. Kent Bowen, Charles Tillen, Sean McClenaghan Source: Harvard Business School 20 pages. Publication Date: January 23, 1998. Prod. #: 698037-PDF-ENG
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