Describes 37-year-old Ferit Sahenk challenges in adopting his father is traditionally performed in a time of economic instability $ 14 billion Turkish conglomerate. Leading the large holding company in the 21st Century requires opposed the establishment of an institutionalized structure as the very personal style of Ferit father when he grew the company over the past 50 years. Addresses issues such as the credibility of the company’s new leader as he motivate his boar to produce … Read more »

Describes 37-year-old Ferit Sahenk challenges in adopting his father is traditionally performed in a time of economic instability $ 14 billion Turkish conglomerate. Leading the large holding company in the 21st Century requires opposed the establishment of an institutionalized structure as the very personal style of Ferit father when he grew the company over the past 50 years. Addresses issues such as the credibility of the company’s new leader, as to motivate its officers, more involved in the decisions of the company, how the political and financial instability to establish management in a time of increasing international competition and Turkey, and the complexity of succession in family business.
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from
Rakesh Khurana,
Gina M. Carioggia,
Simon Johnson
Source: Harvard Business School
23 pages.
Release date: 30 November 2001. Prod #: 402009-PDF-ENG
Taking Charge at Dogus Holding (A) HBR case solution

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