Dummy boards and bored dummies: Changes needed at Bauer Holdings
Interim status: Citation only.
Craig, J. and Bergmuller, J. (2005). Dummy boards and bored dummies: Changes needed at Bauer Holdings. Management case study journal, 5(1), 11-19.
© Copyright University of South Australia, 2005
Frank Bauer rules Bauer Holdings by stealth and sees no reason why he should consider giving up his position as Chairman of the board. In this way, Frank is like many business leaders who have been involved in a multi-generational business since its founding. One of Frank's sons holds a position on the board and although Frank wants this son to eventually take over the business, the anointed son does not have the skills required or the passion to pursue the position. The third generation Bauers' are now questioning their involvement in the business and what role, if any, they can play. Unlike their parents, they have been tertiary educated and are keen to be involved in the business in some capacity. They are keen to introduce corporate governance initiatives that have been proven in similar third generation businesses to Bauer Holdings. The third generation have met and have begun to work on some institutions including a family assembly and other governance initiatives that they think are necessary in order to ensure that the business survives for future generations.
Justin B. Craig and James Bergmuller. "Dummy boards and bored dummies: Changes needed at Bauer Holdings" Management case study journal 5.1 (2005): 11-19.
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