OMBI Research Our Library
Published
Books and Book Chapters Written by OMBI Consultants and Educators |
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 The
Integrity Advantage: How Taking the High Road Creates a Competitive
Advantage in BusinessDana P. Telford, Adrian Gostick Telford and Gostick show how a businessperson can choose integrity over power, prestige or money, and still win in the end. From candid interviews with some of North America’s most successful CEOs and business leaders, the authors show that the individual and company integrity is truly a competitive advantage. In practical application, they demonstrate how to apply a standard of integrity in daily performance and how to develop a system of decision-making to enhance the personal and company reputation of integrity. For more information on the book visit: www.theintegrityadvantage.com |
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"When
Women Lead: The Visibility-Vulnerability Spiral" |
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The Influence of
Life Stage on Father-Son Work Relationships in Family Companies
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Published Articles & Notes Written by OMBI Consultants and Educators Governance |
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Fundamentals of Family Business System Governance |
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Governance of the Family Business |
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Governance of the Business Family |
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Governance of the Family Business Owners |
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Reminders for Owner-Managers Regarding the Board of Directors of Private Companies |
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| Structures That Help
Families Keep the Peace John A. Davis, Financial Times, November 14, 2003 |
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Succession and Career Development |
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Negotiating Your Entry Into Your Family Business |
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Compensating Family Employees in a Family Business |
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A Checklist for Choosing Succession |
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A
Comparison of Four Countries’ Estate Laws and Their Influence
on Family Companies |
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Entering the Family
Business Marion McCollom Hampton, Three-part series for Family Relationships, Chicago, IL, 1995 |
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Family
Business Continuity from the Corporate Side John A. Davis, Family Business Review, Volume I, No. 4, Winter 1988 |
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Forget
Me Not Renato Tagiuri, Harvard Business School Note 902-427 |
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The
Influence of Life Stage on Father-Son Work Relationships in Family
Companies John A. Davis and Renato Tagiuri, Family Business Review, Volume II, No. 1, Spring 1989 |
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The
Management Development Plan in a Family Business John A. Davis, Harvard Business School Note 800-009 |
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Note on Occupational
Choice and the Family Business Marion McCollom Hampton, Owner Managed Business Institute, 1991 |
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A Note on Work Relationships Renato Tagiuri and John A. Davis, Harvard Business School Note 898-062 |
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The
Ownership Trust and Succession Paralysis in the Family Business Marion McCollom Hampton, Family Business Review, Volume V, No. 2, Summer 1992 |
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Responsibilities
and Rights of Family Shareholders of a Family Business John A. Davis, Harvard Business School Note 801-264 |
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The
Role of the Non-Family Manager in the Succession Process John A. Davis, Family Business Review, Volume XIV, No. 1, March 2001 |
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The
Social Psychology of Family Shareholder Dynamics John A. Davis and Rita M. Herrera, Family Business Review, Volume XI, No. 3, September 1998 |
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Family Business Systems |
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Negotiating Effectively in Family Business Systems |
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Principles of Family Business System Change |
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Assessing and Enhancing Individual Power in the Family Business System
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Bivalent
Attributes of the Family Firm John A. Davis and Renato Tagiuri, Family Business Review, Volume IX, No. 2, Summer 1996 |
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Business Family Dynamics John A. Davis, Harvard Business School Note 898-058 |
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Challenges
Facing Family Companies in the Gulf Region John A. Davis, Family Business Review, Volume XIII, No. 3, September 2000 |
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Definitions
and Typologies of the Family Business John A. Davis, Harvard Business School Note 802-007 |
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Integration
in the Family Firm: When the Family System Replaces Controls and
Culture Marion McCollom Hampton, Family Business Review, Volume 1, No. 4, Winter 1988 |
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Major
Dimensions of Company Mission Renato Tagiuri, Harvard Business School Note 902-426 |
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Notes
on Time Management Renato Tagiuri, Harvard Business School Note 902-423 |
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On
the Goals of Successful Family Companies John A. Davis and Renato Tagiuri, Family Business Review, Volume V, No. 1, Spring 1992 |
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The
Organization Design of Owner-Managed Companies John A. Davis, Harvard Business School Note 800-024 |
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Organizational
Stories in a Family-Owned Business: Reflections of the System Dynamics Marion McCollom Hampton, Family Business Review, Volume V, No. 1, Spring 1992 |
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Relationships Among Siblings and Cousins in a Family Firm |
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Family Foundations |
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The
Impact of Family Dynamics on Structure and Process in Family Foundations |
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Published Worksheets Written by OMBI Consultants and Educators
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Family Business System Action Planning Worksheet |
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Values Concerning Inheritance Worksheet |
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Family Business Ownership Goals Worksheet
John A. Davis, Harvard Business School Worksheet 804-145 |
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Succession Planning Worksheet John A. Davis, Harvard Business School Worksheet 899-023 | ||||
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Work Relationship Worksheet | ||||
| Published
Case Studies and Videos by OMBI Consultants |
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Joseph Pulitzer |
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Matthew A. Hunter |
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Matthew B. Hunter |
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Bentington Industries |
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George Barker |
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George Barker, Spanish Version |
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Corbin Motors, Spanish Version |
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Jonathan Pellegrin: Closing the Pellegrins Case, Video |
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Family Governance at the Cousin Consortium Stage, Video |
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Hancock Land Co. and Hancock Lumber Co., Video |
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Preparing Family Business Cases |
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Stevenson Industries (C) (add under Stevenson Industries A and B) |
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Anderson
Steel Service, Inc. John A. Davis, Harvard Business School Case 899-011 Explores the management of family and business issues and helps to identify a range of topics with which families in business wrestle. Describes a dilemma faced by sixty-eight-year-old Charles Anderson, the semi-retired founder of the company and the father of three sons who work with him. Charles wants to resolve the growing tension among his sons. |
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Atherton
Clothing Company (A) John A. Davis and Andrew Z. Tubman, Harvard Business School Case 801-101 Zachary Cohen, who will graduate soon from business school, wants to enter his family's business under certain conditions--he wants shares in the company and wants to change a buy-sell agreement. His father and his uncle seem to want to explore his entering the family business, but do not respond to his proposal. |
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Atherton
Clothing Company (B) John A. Davis and Andrew Z. Tubman, Harvard Business School Case 801-150 Supplements the (A) case. |
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The
Blethen Family and the Seattle Times Company (A) John A. Davis and Cathy Quinn, Harvard Business School Case 802-096 Frank Blethen, the fourth-generation publisher of The Seattle Times, ponders the challenges facing this family business. This case reviews the long history of this business and family and asks whether family ownership and management are in the interests of the company and family. Teaching Purpose: To explore how families contribute to or detract from a business and vice versa. |
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The
Blethen Family and the Seattle Times Company (B) John A. Davis and Cathy Quinn, Harvard Business School Case 802-097 Supplements the (A) case. |
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Corbin
Motors John A. Davis and Christine Darwall, Harvard Business School Case 800-023 Explores the raising of capital to finance the growth of a spinoff business from Corbin-Pacific, a leader in motorcycle accessories. Also explores whether the culture of Corbin-Pacific can be infused in this new but very different kind of business. Finally, it asks the question of the appropriateness of continuing family control of this company. Teaching Purpose: To explore the challenges of raising capital for a family owned business. |
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Corbin-Pacific John A. Davis and Christine Darwall, Harvard Business School Case 800-022 Reviews the history of Mike Corbin's entrepreneurial career and describes in detail the successful organization he has created. Explores his management philosophy and leadership and the usefulness of continuing family involvement in this business. Teaching Purpose: For students to ponder and debate the usefulness of family ownership of a business. |
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Hancock Land Co. and Hancock Lumber Co. (A)
John A. Davis, Dwight B. Crane, Kelly M. Mulderry, Harvard Business School Case 805-056 After inheriting the leadership of their family's land and lumber companies, Matt and Kevin Hancock struggled with how to revamp their internally focused governance system. Teaching Purpose: To help students learn to revamp the governance system of a private family company to give the company the outside experience, support, and guidance it needs for growth. |
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Hancock Land Co. and Hancock Lumber Co. (B)
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Hancock Land Co. and Hancock Lumber Co. (C)
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Legal
Sea Foods Jeffrey N. Grossman, Marion McCollom Hampton (supervisor), Boston University School of Management Case 93-06 Legal Sea Foods is a successful chain of seafood restaurants in the Greater Boston area. In 1994, Legal Sea Foods will expand to a restaurant in Washington, DC. Even though Legal Sea Foods has been extremely successful, there are still concerns about opening this new site. This note discusses introduction to systems, quality and family business. |
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The Mitchell Family and Mitchells/Richards Amy C. Edmondson, John A. Davis, Corey Hajim, Kelly M. Mulderry, Harvard Business School Case 605-047 A family-run business, Mitchells has built its success with a customer service strategy know internally as "hugging." The term is deceptively simple. The firm's true success lies in its blend of a warm other-oriented corporate culture, sophisticated information technology, and an effective family business structure. It is currently considering further expansion for future generations. Teaching Purpose: To illustrate clear strategies for managing knowledge for superb customer service originating from a small-scale, regional retail business. Although the setting is regional, the approach is clearly applicable to many service organizations. |
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J.
Perez Foods (A) John A. Davis and Kacie LaChapelle, Harvard Business School Case 801-147 Examines the tensions that occur in family shareholder groups and how to prepare for them and manage them. Teaching Purpose: To discuss the tensions that often occur in family shareholder groups. |
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J.
Perez Foods (B) John A. Davis and Kacie LaChapelle, Harvard Business School Case 801-147 Supplements the (A) case. |
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J. Perez Foods (C) John A. Davis and Kacie LaChapelle, Harvard Business School Case 803-163 Supplements the (A) and (B) cases. |
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The
Pellegrins (A) John A. Davis, Harvard Business School Case 899-009 A father and son working together in their family-owned publishing company are at a decision point because the son feels he is ready to become president at the age of 31. |
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The
Pellegrins (B) John A. Davis, Harvard Business School Case 899-010 Supplements the (A) case. |
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The Raiser Organization John A. Davis and Alison Berkley Wagonfeld, Harvard Business School Case 804-028 Jennifer and Philip Raiser, a sibling partnership who inherited a real estate management and ownership company from their father, ponder the strategic and financial challenges facing their family business. Reviews the history of the business and asks what the best strategic direction is for the business. Considers implications for the business and family and what role tradition should play. Teaching Purpose: To discuss the personal and professional challenges of setting a new direction for a family business and the role of traditions. |
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The Salem Group John A. Davis and Mazen J. Jaidah, Harvard Business School Case 802-206 Describes a serious conflict between a father and son in a family business. The son, Waleed Salem, who is managing director of the construction division, feels over-controlled by his father and is threatening to quit. The father and CEO, Saleem Salem, feels his son has been disrespectful to a senior nonfamily manager and is acting unprofessionally. The conflict has already spread to employees in the company. How should Saleem manage this situation with his son? Teaching Purpose: To examine a difficult (and rather typical) generational conflict situation in family companies where the younger generation seeks more power and significant change in management practices in the company. |
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Spec’s
Music (A) John A. Davis and Susan Harmeling, Harvard Business School Case 800-336 Presents the story of a music retailer in Miami which started in the late 1940s, grew throughout the 1960s and 1970s, and went public in 1985 before experiencing a deep industry crisis in the mid-1990s. At issue in 1996 is whether the company should attempt to sell again after an aborted sale attempt two years earlier. In the context of the important decision of whether to sell the company, the family dynamics take center stage. |
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Spec’s Music (B) |
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Spyder Active Sports, Inc. and CHB Capital Partners (A) John A. Davis, Louis B. Barnes, Peter Botticelli, Harvard Business School Case 899-084 After establishing a small but profitable skiwear business, an entrepreneur decides to sell a minority stake in the firm to outside investors. His goal is to acquire the capital needed to grow the business, even though this will entail a substantial transforming of the firm's management and financial structure. This case examines the resulting private equity transaction from both the company's point of view and that of outside investment. Teaching Purpose: Facilitates discussion of issues surrounding private equity transactions as they affect entrepreneurial and family-controlled businesses. |
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Stevenson Industries (A) |
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Stevenson
Industries (B) John A. Davis, Courtney Sampson and Kacie LaChapelle, Harvard Business School Case 802-087 Supplements the (A) case. |
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Trinity Crystal |
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U.S. Gas Transportation, Inc.
John A. Davis, Myra Hart, Sharon Peyus, Harvard Business School Case 800-049 Presents a career dilemma for a husband/wife owner-manager team. Nanci and Len Mackenzie have received an offer for their highly successful entrepreneurial business, U.S. Gas Transportation, Inc. Helps students identify factors that should be considered in a decision about whether to sell one's company. Nanci and Len are concerned about what the sale might do to their company's culture, the careers of their loyal employees, and their own lifestyle. Teaching Purpose: To help students analyze the sale of owner-managed companies and to determine the proper timing of such a sale. |
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The
Graham Family and the Washington Post Company Louis B. Barnes, Harvard Business School Case 498-031 The Washington Post is now headed up by its fourth family member in three generations. The Graham family has somehow transcended, so far, the problems and pitfalls that overtake so many family-owned/operated businesses. Teaching Purpose: To demonstrate a successfully owned and managed family business (multi-generational at work). |
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The
Washington Post Co.: Conversation Between Katharine and Don Graham,
Video
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Generation
to Generation: Life Cycles of the Family Business
Integrity Works: Strategies for Becoming a Trusted, Respected and Admired Leader
The
Psychodynamics of Leadershipat ombiconsulting.com— All Rights Reserved