Leadership Succession at Achal: A Tough Nut to Crack Harvard Case Solution & Analysis

Achal Industries was a 40-year-old proprietary family enterprise participated in export and cashew processing. 57, Giridhar Prabhu, handled its businesses in the Indian states of Karnataka and Maharashtra and was Achal's second generation entrepreneur. He had been in this labor intensive business for close to three decades. Family owned private partnership companies and businesses controlled this sector.
The cashew processing sector was facing serious constraints because of high employee turnover along with a job shortage. Giridhar had also been examining and assessing this choice. He expected that, five years hence, automation would prove more economic than labor intensive cashew processing.

Giridhar felt he would not have the capability to manage a brand new, prosperous automated factory, which would demand quite an attempt, as he got old. In November 2014, he was contemplating future options that included expanding the business selling his business and inducting professional non-family members to steer the enterprise's future. The predicament before him was to select the option that would be ideal for him, his enterprise and his family.


This is just an excerpt. This case is about INNOVATION & ENTREPRENEURSHIP

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Leadership Succession at Achal: A Tough Nut to Crack

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