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LG Investments, LLC: A Family Business in Generational Transition (C)
Hess, Edward D. Case ENT-0133 / Published November 27, 2009 / 2 pages.
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Product Overview

This is the third case in a series that is appropriate for courses in entrepreneurship and small-business management. It presents common issues that often arise in situations such as the choice of a successor to run the family business, the founder's reluctance to "let go," sibling rivalry, gender discrimination, and the eldest son's feeling of entitlement. In this case, the particular issue is whether the family should take care in picking the CEO and chairman of the board. Follows ENT-0123, and ENT-0124, and precedes ENT-0134.


Learning Objectives

Examine: how succession in a family business needs advance planning how succession should follow only when the founder lets go how to pick only an experienced family member or outsider how to deal with multiple family members wanting to work in the business how to deal with family members who find it hard to work for a sibling

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  • Overview

    This is the third case in a series that is appropriate for courses in entrepreneurship and small-business management. It presents common issues that often arise in situations such as the choice of a successor to run the family business, the founder's reluctance to "let go," sibling rivalry, gender discrimination, and the eldest son's feeling of entitlement. In this case, the particular issue is whether the family should take care in picking the CEO and chairman of the board. Follows ENT-0123, and ENT-0124, and precedes ENT-0134.

  • Learning Objectives

    Learning Objectives

    Examine: how succession in a family business needs advance planning how succession should follow only when the founder lets go how to pick only an experienced family member or outsider how to deal with multiple family members wanting to work in the business how to deal with family members who find it hard to work for a sibling