CEO Charles Anderson after receiving countless memos from his youngest son Peter, the latest suggesting putting a stop to outsourced deliveries, Charles has grown concerned and began questioning himself and the business. “Charles Anderson realized that the increasing frequency of proposals from his youngest son suggested a restlessness for change that was not evident among his two oldest sons, Robert and Frank, who were also Peter’s seniors in command of the family business”. The influx of these proposals after Charles’ declared semiretirement only furthers his worries. Charles went as far to move 58% of the stocks to his son’s to “reinforce their sense of ownership and responsibility”.
Perhaps the absence of strategic planning in the company is what caused this undesirable situation. This caused a great dilemma for Charles because although he acknowledged that all his sons wanted company growth he was unsure that if more planning was the answer due to the fact that they have come so far without it. Or could it be the company’s primitive equipment nd products in comparison to its competitors. This is a common problem faced with family businesses that are in their second or third generation. Newer generations have a higher understanding and need for technological advancements and expect quicker outcomes/returns.