Fotin, a family-owned European packaging company, is at a strategic crossroads and is facing a critical decision: should it uphold its current strategy, shift towards sustainability with selective customer engagement, or prioritize sales volumes? The board must weigh its strategic options to determine Fotin’s future and agree on an incentive scheme for senior executives.
Fotin, a family-owned European packaging company, is at a strategic crossroads and is facing a critical decision: should it uphold its current strategy, shift towards sustainability with selective customer engagement, or prioritize sales volumes? The board must weigh its strategic options to determine Fotin’s future and agree on an incentive scheme for senior executives.
Plus Pack, founded in 1914, evolved from a small tinware factory into a leading packaging
manufacturer under the stewardship of the Haustrup family. This case study examines how the fourth generation
owners transformed corporate governance at Plus Pack and how the renewed board of
directors oversaw the strategy development process.
Plus Pack, founded in 1914, evolved from a small tinware factory into a leading packaging
manufacturer under the stewardship of the Haustrup family. This case study examines how the fourth generation
owners transformed corporate governance at Plus Pack and how the renewed board of
directors oversaw the strategy development process.
Plus Pack, founded in 1914, evolved from a small tinware factory into a leading packaging manufacturer under the stewardship of the Haustrup family. This case study examines how the fourth-generation owners transformed corporate governance at Plus Pack and how the renewed board of directors oversaw the strategy development process.
Plus Pack, founded in 1914, evolved from a small tinware factory into a leading packaging manufacturer under the stewardship of the Haustrup family. This case study examines how the fourth-generation owners transformed corporate governance at Plus Pack and how the renewed board of directors oversaw the strategy development process.
You are a member of the board of directors of NLInvest, a government agency promoting foreign direct investment. You are preparing for an emergency board meeting that has been called by the chair to discuss two items:
• The acquisition of a building by the Agency that took place two years ago.
You are a member of the board of directors of NLInvest, a government agency promoting foreign direct investment. You are preparing for an emergency board meeting that has been called by the chair to discuss two items:
• The acquisition of a building by the Agency that took place two years ago.
The new chair of the board of NLInvest, a government agency that promotes inward investment to the Netherlands, faces challenges that are both expected and unexpected. The agency’s domineering CEO treats the board purely as his ‘advisors’ and many directors who admire his strong performance record and international reputation seem to accept this.
The new chair of the board of NLInvest, a government agency that promotes inward investment to the Netherlands, faces challenges that are both expected and unexpected. The agency’s domineering CEO treats the board purely as his ‘advisors’ and many directors who admire his strong performance record and international reputation seem to accept this.
The new chair of the board of NLInvest, a government agency that promotes inward investment to the Netherlands, faces challenges that are both expected and unexpected. The agency’s domineering CEO treats the board purely as his ‘advisors’ and many directors who admire his strong performance record and international reputation seem to accept this.
The new chair of the board of NLInvest, a government agency that promotes inward investment to the Netherlands, faces challenges that are both expected and unexpected. The agency’s domineering CEO treats the board purely as his ‘advisors’ and many directors who admire his strong performance record and international reputation seem to accept this.
The new chair of the board of NLInvest, a government agency that promotes inward investment to the Netherlands, faces challenges that are both expected and unexpected. The agency’s domineering CEO treats the board purely as his ‘advisors’ and many directors who admire his strong performance record and international reputation seem to accept this.
The new chair of the board of NLInvest, a government agency that promotes inward investment to the Netherlands, faces challenges that are both expected and unexpected. The agency’s domineering CEO treats the board purely as his ‘advisors’ and many directors who admire his strong performance record and international reputation seem to accept this.
The board of directors of Umania Property Group (UPG) is preparing to discuss an ESG
(environmental, social, governance) strategy and how it should be managed. The third-largest
real estate developer in the country (Umania) has been growing fast despite COVID-19 and
market turbulence.
The board of directors of Umania Property Group (UPG) is preparing to discuss an ESG
(environmental, social, governance) strategy and how it should be managed. The third-largest
real estate developer in the country (Umania) has been growing fast despite COVID-19 and
market turbulence.
The board of HBL, a privately-owned media holding, is to hold an emergency meeting to discuss a leadership crisis that emerged when the CEO was unexpectedly admitted to hospital and subsequently submitted his resignation.
Ten months earlier, the board had started the succession process after the incumbent shared his intention to step down at the end of his second three-year term.
The board of HBL, a privately-owned media holding, is to hold an emergency meeting to discuss a leadership crisis that emerged when the CEO was unexpectedly admitted to hospital and subsequently submitted his resignation.
Ten months earlier, the board had started the succession process after the incumbent shared his intention to step down at the end of his second three-year term.
The board of directors of UPG, a public company with two main shareholders, is preparing to discuss plans for the CEO succession. UPG, the third largest developer in its country, has been growing fast despite COVID-19 and market turbulence.
The board of directors of UPG, a public company with two main shareholders, is preparing to discuss plans for the CEO succession. UPG, the third largest developer in its country, has been growing fast despite COVID-19 and market turbulence.
VimpelCom is a Russian cellular operator that grew in less than 10 years (1992-2002) from a hypothetical concept, to small family-like company, to $2 billion NYSE-quoted corporation with 5.5 million subscribers on its wireless networks. This case study describes the perfect partnership between the two founders. One was "the professor", Dr.
VimpelCom is a Russian cellular operator that grew in less than 10 years (1992-2002) from a hypothetical concept, to small family-like company, to $2 billion NYSE-quoted corporation with 5.5 million subscribers on its wireless networks. This case study describes the perfect partnership between the two founders. One was "the professor", Dr.
Corporate Governance, Governance of Entrepreneurial Companies, Leadership, Leadership Development, Emerging Economies, Emerging Companies
