After meeting with a mediator, Montagu and Davis decided not their objectives in line, and Davis left General Scanning. Montagu wrote Brosens and three-year goals for the company and began looking for a new professional manager. Chuck Winston took over the role of CEO / President with the objectives of growth, profitability, consistency and sound management. Winston decentralized the company through the formation of four separate areas: Products recorder, laser system, optical scanning and Lase … Read more »

After meeting with a mediator, Montagu and Davis decided not their objectives in line, and Davis left General Scanning. Montagu wrote Brosens and three-year goals for the company and began looking for a new professional manager. Chuck Winston took over the role of CEO / President with the objectives of growth, profitability, consistency and sound management. Winston decentralized the company through the formation of four separate areas: Products recorder, laser system, optical scanning and laser graphics. Until the end of 1994 General Scanning was worth over $ 76 million showed a profit with a strong balance sheet and had over 1,000 clients. Having grown up around the business and turned it over three times, Winston and the founders must decide what to do next: merge, acquire, do an IPO or spin-off of the successful Laser Systems Division. It was the haunting question that most of the shares were held by the two founders. The case challenges students to debate on the core problem of managing this technology companies employ – that is, formally changing the roles of the founder by changing the ownership and board of directors
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from
H. Kent Bowen,
Charles Tillen,
Sean McClenaghan
Source: Harvard Business School
20 pages.
Publication Date: Jan 23, 1998. Prod #: 698037-PDF-ENG
General Scanning, Inc. (B) HBR case solution