DSM Industrial: A Question of Succession
商品編號：9B20M171
出版日期：2020/11/09
再版日期：2020/11/09
商品來源：
商品主題：Entrepreneurship; General Management/Strategy
商品類型：Case (Gen Exp)
涵蓋議題：succession;entrepreneurship;planning
難易度：4 - Undergraduate/MBA
內容長度：13 頁
地域：Canada
產業：Construction;
事件年度：2017
In 2017, the chief executive officer (CEO) and chair of the board for DSM Industrial (DSM), a family-owned business in Newfoundland and Labrador, Canada, was considering his retirement. The company had been started by his father in 1964, and the CEO had worked there since he was 20 years old. Now he was planning on retiring within the next few years. However, he needed someone to take over the top-level management of his family’s commercial and residential construction business along with his roles as CEO and board chair. The company had many highly capable senior people with unique skills and vision—some were members of his family and others were long-time senior staff. If he chose an outside successor, would morale at the firm be affected? Would long-time employees leave? His successor needed technical skills to lead the company and maintain the culture. The decision was complicated by changes in the construction industry, the differing visions of senior management for the future of the company, the need to placate the needs of other family members, and the recent interest from outside parties in the possible purchase of DSM’s related companies. How would his family react to a sale, and how would the culture that he had invested so much time and effort in creating fare in the face of new ownership? Did his two positions need to operate separately? How would they interplay with one another? How could he solve his succession dilemma?
教學手冊：8B20M171;
補充材料：