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
BauZentral: Compensation and Governance in the Family Firm
內容大綱
In 2017, the chief executive officer (CEO) and chief financial officer (CFO) of Swiss-based BauZentral, a privately owned family business, faced a restructuring challenge. BauZentral produced and sold electrical systems, plumbing systems, and smart security and energy solutions. In 2014, when the current CEO took over from his father, the company needed to address the growth associated with its successful international acquisition strategy. However, the firm's historical structure maintained tight family control, which needed to change to address the realities of the international expansion. The CEO and CFO recognized that the firm had too many different regions with different market conditions, products, and competitive environments to be effectively run from the head office. The CEO and CFO planned to use the family constitution and the firm's financial targets as criteria to devise a governance system to align the interests of management with the interests of the family owners. Their aim was to restructure the organization to achieve the firm's goal of becoming a global supplier while also respecting the family's values. What type of new governance and compensation structure should they design for the firm?