學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
MIC Food: Shaping the Right Decision-Making Process for the Future
內容大綱
This case concerns a family business's efforts to assess and shape collective decision-making among a large sibling leadership group and transition from an informal founder-led operation to a more formalized organization. In late 2021, the family behind MIC Food, a Miami-based processor and distributor of tropical fruits and vegetables, such as plantains, was led by six second-generation siblings, the children of the Honduran-immigrant company founders. The business had come through the onset of the COVID-19 pandemic well, with record expected annual revenue. But as competition and regulation increased, the siblings had to consider whether their informal decision-making--including weekly meetings and regular group texts--should be systematized to ensure strategic and efficient decision-making in the future. Readers will put themselves in the siblings' shoes to consider the best approaches to gaining consensus on strategy and growth goals; sharing power within the sibling group and, potentially, with executives brought in from outside; and creating vision and objectives for bringing the third generation into the enterprise.