The founder of the Lakkard Leather Company has led the company for 24 years. He is proud of his business, and attributes much of his success to his own management style that did not allow participation in the decisions of the substance for all others. When he was badly injured in a car accident, his son entered and kept the business going. Without any intent to take over the son changed the management and operation of the company in the space of a few months, so that by the time the found … Read more »

The founder of the Lakkard Leather Company has led the company for 24 years. He is proud of his business, and attributes much of his success to his own management style that did not allow participation in the decisions of the substance for all others. When he was badly injured in a car accident, his son entered and kept the business going. Without any intent to take over the son changed the management and operation of the company in the space of a few months, so that by the time the founders back, the company had changed, and its role has been greatly reduced. The son, meanwhile, grew its intermediate position like and thought he did a better job than his father. Both men are locked in a power struggle,. But the company faces several major decisions that had to be taken with regard to the extension, product supply and sales opportunities
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from
Simon Parker,
Matthias Tietz
Source: Ivey Publishing
6 pages.
Release Date: 15, April 2011. Prod #: W11098-PDF-ENG
Conflict over leadership and succession in a successful family: The Lakkard Leather Company HBR case solution

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