Norman Windom, the chairman of Tiverton Media, may not know much about the world of popular music, but he does fancy himself a careful planner and a superb judge of managerial talent. That's why he's been grooming COO Sean Kinnane, a Wharton-minted numbers man, to take over an important division, Aleph Records, and one day Tiverton itself. But Derek Solomon, Aleph's 68-year-old CEO and founder, remains a creative force and a father figure to the label's artists. What's more, he's touchy about anything that might slow down Aleph's responses to the market's ever-shifting preferences--or that might call into question his indispensability. Though Sean dutifully participates in Tiverton's broad-based and elaborate executive development plan, he senses that Aleph's future leadership structure is uncertain. As impatient as he is ambitious, he announces that he's leaving Tiverton for more suitable pastures. Several of his associates, also unsure about their fate within Aleph, are following him out the door. In one fell swoop, they've torn Norman's proud succession plan apart. What kind of plan should the board adopt going forward? Commenting on this fictional case study in R0406A and R0406Z are Francis N. Bonsignore, a senior vice-president at Marsh & McLennan; Michelle L. Buck, a clinical associate professor of management and organizations at Northwestern's Kellogg School of Management; Jon Younger, who heads leadership development at National City Corp., a financial holding company in Cleveland; and Thomas Leppert, the chairman and CEO of the Turner Corp., a large construction company in Dallas. THIS HBR CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY ONLY, REPRINT R0406X, AND COMMENTARY ONLY, REPRINT R0406Z.

【書誌情報】

ページ数：12ページ

サイズ：A4

商品番号：HBSP-R0406A

発行日：2004/6/1

登録日：2012/3/28