Jimmy Fu and Moog Inc.
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________________________________________________________________________________________________________________ Craig Chapman, Assistant Professor, Kellogg School of Management, prepared this case specifically for the Harvard Business School Brief Case Collection. This case was prepared solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. This case was developed from published sources including multiple 10-K filings of Moog, Inc., which havebeen simplified for the purposes of the case. Copyright © 2010 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685,write Harvard Business Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. This publication may not be digitized,photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. CR AIG CH APM A N Jimmy Fu and Moog, Inc.: Understanding Shareholders’ Equity Background Early in 2009, Jimmy Fu pondered the outcome of the interview he had just completed with the head of Human Resources at Moog, Inc. Jimmy was being considered for the role of Director ofFinancial Analysis and Planning at Moog, a position that was vacant due to the promotion of Jennifer Walter to Controller and Principal Accounting Officer. At the end of the discussion, he was handed a stack of paperwork on the company and its H.R. policies. Although impressed with the atmosphere at the company and its objective to make talented and enthusiastic employees work together to solvecomplex and difficult technical challenges (their words, not his), he really wanted to understand the employee compensation package he was being offered. The first page on the company claimed Moog to be a worldwide designer, manufacturer,
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________________________________________________________________________________________________________________ Craig Chapman, Assistant Professor, Kellogg School of Management, prepared this case specifically for the Harvard Business School Brief Case Collection. This case was prepared solely as a basis for class discussion and not as an endorsement, a source of primary data, or an illustration of effective or ineffective management. This case was developed from published sources including multiple 10-K filings of Moog, Inc., which havebeen simplified for the purposes of the case. Copyright © 2010 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685,write Harvard Business Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. This publication may not be digitized,photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. CR AIG CH APM A N Jimmy Fu and Moog, Inc.: Understanding Shareholders’ Equity Background Early in 2009, Jimmy Fu pondered the outcome of the interview he had just completed with the head of Human Resources at Moog, Inc. Jimmy was being considered for the role of Director ofFinancial Analysis and Planning at Moog, a position that was vacant due to the promotion of Jennifer Walter to Controller and Principal Accounting Officer. At the end of the discussion, he was handed a stack of paperwork on the company and its H.R. policies. Although impressed with the atmosphere at the company and its objective to make talented and enthusiastic employees work together to solvecomplex and difficult technical challenges (their words, not his), he really wanted to understand the employee compensation package he was being offered. The first page on the company claimed Moog to be a worldwide designer, manufacturer,