Describes a 37-year problem Ferit Sahenk in taking over his father, traditionally managed $ 14 billion Turkish conglomerate in a period of economic instability. Leading a large holding in the 21st century will require a more institutionalized structure, in contrast to the very personal style Ferit father as he grew the company over the past 50 years. Examines how to establish credibility as the new leader of the company, how to motivate their board members more involved in the decisions of how to operate in a time of growing international competition and the political and financial instability in Turkey, and the continuity of the family business. "Hide
by Rakesh Khurana, Gina M. Carioggia, Simon Johnson Source: Harvard Business School 23 pages. Publication Date: November 30, 2001. Prod. #: 402009-PDF-ENG
Related Case Solutions & Analyses:
Barbara Norris: Leading Change in the General Surgery Unit
Liberia
Lady Gaga (B)
Reagan Plan
One Country Two Systems: Italy and the Mezzogiorno (B)
Bolivia: Globalization Sovereignty or Democracy
Delta Model: Adaptive Management for a Changing World
Busang: River of Gold (A)
Duckworth Industries Inc.–Incentive Compensation Programs
Sierra On-Line (A)
