The Board had appointed him specifically to sail the stormy seas of EU ascension. But on his clock, the Slovenian CEO had seen a nightmare unfold on television, when pickets blocked access to his work. A four-day standoff cost him eight figures, and now to remain solvent for the company, he needed international growth. And agreements. But its shareholders, some of whom held the picket reluctantly different views. How could he unite them? Students analyze and evaluate possible strategies fo … Read more »

The Board had appointed him specifically to sail the stormy seas of EU ascension. But on his clock, the Slovenian CEO had seen a nightmare unfold on television, when pickets blocked access to his work. A four-day standoff cost him eight figures, and now to remain solvent for the company, he needed international growth. And agreements. But its shareholders, some of whom held the picket reluctantly different views. How could he unite them? Students analyze and evaluate possible strategies for these CEO success.
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Lynn Isabella,
Chris Borunda
Source: Darden School of Business
9 sides.
Publication Date: Sep 29, 2004. Prod #: UV3260-PDF-ENG
Juggling with Ljubljanske Mlekarne HBR case solution