Big Family Manufacturing Inc. had been struggling for some time to find the best direction to take for its mid-market, family business with close to 100 employees. Sam, the founder, was in poor health and the other two brothers, as fellow shareholders, were struggling with what to do next. Due to differing financial situations between the brothers and the founder, the company was in gridlock.
The family had made all the textbook moves: hired an advisory board, brought in two retired senior executives from large companies in the industry, and hired a consultant who recommended Sam retire immediately, given his health
