The family was with almost sixty family investors spread across four branches, into its sixth generation. On the business side, the first non-family CEO was overseeing development of a growth strategy, including continuing ventures into competitive new marketplaces such as Hispanic foods.
Its fourth-generation leaders, including Drew Everett (vice president of human resources and investor relations, and likely board chair successor), Sarah (chair of the family senate), and Tony (chair of the family's private trust company).) They all faced questions about whom to involve in developing a future vision, the way to invent the vision efficiently, and what vision would best serve business and family interests. These questions signified fundamental strategic predicaments, such as whether to have a select group of leaders craft the vision or to solicit input from a broader variety of investors, and how much to let the company vision drive the "folks" eyesight-all framed by recent unsuccessful attempts to develop a common vision. Resolving these problems successfully would help the family frame and improve its established traditions of direction, governance, and culture within a truly common vision that boosted unity and long-term commitment. Students working on the case will gain insights into challenges related to developing a common vision for a sophisticated, multi-generation family venture, procedure, and the framework.
PUBLICATION DATE: April 11, 2016 PRODUCT #: KEL936-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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