03811nam a22005051i 4500 000710533 CaToSAGE 20240202172917.0 20170113114347.0 m|||||o||d|||||||| cr ||||||||||| 170109r20172016enka fo 000 0 eng d NEZPRACOVANÝ IMPORT 9781526401410 (ebook) : No price (OCoLC)1017718424 CaToSAGE eng CaToSAGE rda pn UtOrBLW HD62.25 .L36 2017 658.045 Lansberg, Ivan, 1954- author. The future of Bush Brothers & Company : developing a shared vision for a complex family enterprise / Ivan Lansberg, Katherine Grady, Sachin Waikar. Future of Bush Brothers and Company London : SAGE Publications Ltd, 2017. 1 online resource : illustrations. text txt rdacontent computer c rdamedia online resource cr rdacarrier SAGE Knowledge. Cases Originally published in Lansberg, I., Grady, K., & Waikar, S. (2016). The future of Bush Brothers and Company: Developing a shared vision for a complex family enterprise. 5-414-754. Evanston, IL: Kellogg School of Management at Northwestern University. In early 2014, the family leadership of Bush Brothers & Company, a leading player in canned vegetables (its Bush's Best line dominated the canned-beans market), faced questions about the family's vision for the future in light of an imminent leadership transition: third-generation member, longtime board chair, and, until recently, CEO Jim Ethier planned to leave his role as early as 2015. The family was into its sixth generation, with nearly sixty family shareholders spread across four branches. On the business side, the first non-family CEO was overseeing development of a growth strategy, including ongoing ventures into competitive new markets such as Hispanic foods. Its fourth-generation leaders including Drew Everett (vice president of human resources and shareholder relations, and likely board chair successor), Sarah (chair of the family senate), and Tony (chair of the family's private trust company) faced questions about whom to involve in developing a future vision, how to formulate the vision effectively, and what vision would best serve business and family interests. These questions represented underlying strategic dilemmas, such as whether to have a select group of leaders craft the vision or to solicit input from a wider range of shareholders, and how much to allow the business vision to drive the people vision all framed by recent unsuccessful attempts to develop a shared vision. Resolving these dilemmas successfully would help the family frame and advance its established traditions of leadership, governance, and culture within a truly shared vision that boosted unity and long-term commitment. Students working on the case will gain insights into the framework, process, and challenges associated with developing a shared vision for a complex, multigeneration family enterprise. Description based on XML content. elektronické knihy fd186907 czenas electronic books eczenas Bush Brothers & Company. Family-owned business enterprises. Strategic planning. Canned foods industry. Grady, Katherine, author. Waikar, Sachin, author. SAGE Knowledge. Cases. SAGE Knowledge https://sk.sagepub.com/cases/future-of-bush-brothers-co-vision-for-a-complex-family-enterprise Plný text SBC EB NEPOSILAT EB