Cousins' Tournamnet
THE COUSIN’S TOURNAMENT
Founded in 1934 by Georges Blanchard along with a business partner, Grandview Industries –formerly Grandview Electric- is a family- owned business that has grown to become a $200 million company with 2000 employees. With 5 divisions in California, and distribution outlets overseas, Grandview Industries is a manufacturer of a variety of electrical systems for vehicles and small aircraft.
The key players in this case, besides the founder, involve two generations of owners. Georges Blanchard had 5 children. Al Blanchard, second generation and CEO of Grandview Industries can be described as a conservative, charismatic leader who has changed the face of the company in a very successful way after his father’s death. Morris, brother of Al, works in the company as owner manager. Sarah, Germaine, and Arnold, are the other three siblings. Joe, Al’s oldest son, and Bill, who is Morris’s oldest son, both work in the company with leadership positions at different areas of the company. Mary, Morris’s daughter who works in the R&D department. Sam Chafee, Sarah’s husband and former controller who left the company; Edward Chafee, son of Sarah and Sam, a successful entrepreneur who never works at the company. There is also Peter Franklin, an outsider who has been appointed to oversee the succession committee.
The major problem in this case is succession. Indeed, Grandview Industries has been a successful business under Al Blanchard’s leadership, but at age 67, Al came to the conclusion that it was time for him to retire and let another family member take over as CEO. However, due to family tensions and a lack of succession planning, Grandview Industries is heading to a stalemate. Peter Franklin who has been appointed to coordinate the efforts of a succession committee is struggling to bring the family to a possible agreement on the process and the potential candidates.
This case shows that family dynamics and log-term strategic planning play an
Founded in 1934 by Georges Blanchard along with a business partner, Grandview Industries –formerly Grandview Electric- is a family- owned business that has grown to become a $200 million company with 2000 employees. With 5 divisions in California, and distribution outlets overseas, Grandview Industries is a manufacturer of a variety of electrical systems for vehicles and small aircraft.
The key players in this case, besides the founder, involve two generations of owners. Georges Blanchard had 5 children. Al Blanchard, second generation and CEO of Grandview Industries can be described as a conservative, charismatic leader who has changed the face of the company in a very successful way after his father’s death. Morris, brother of Al, works in the company as owner manager. Sarah, Germaine, and Arnold, are the other three siblings. Joe, Al’s oldest son, and Bill, who is Morris’s oldest son, both work in the company with leadership positions at different areas of the company. Mary, Morris’s daughter who works in the R&D department. Sam Chafee, Sarah’s husband and former controller who left the company; Edward Chafee, son of Sarah and Sam, a successful entrepreneur who never works at the company. There is also Peter Franklin, an outsider who has been appointed to oversee the succession committee.
The major problem in this case is succession. Indeed, Grandview Industries has been a successful business under Al Blanchard’s leadership, but at age 67, Al came to the conclusion that it was time for him to retire and let another family member take over as CEO. However, due to family tensions and a lack of succession planning, Grandview Industries is heading to a stalemate. Peter Franklin who has been appointed to coordinate the efforts of a succession committee is struggling to bring the family to a possible agreement on the process and the potential candidates.
This case shows that family dynamics and log-term strategic planning play an