Shui On Land (SOL): The Next CEO (A)

Neng Liang (First Author), Shu Lin (Participant Author)

科研成果: 其它稿件案例

摘要

Case A in this three-part series introduces the history of Shui On Land (SOL, the famous real estate developer in Shanghai that developed and operated Xintiandi, or “The New World”), the development process of Shanghai Xintiandi, and the commercial mode of and external environmental changes facing SOL. On this basis, it puts forward the issue to be addressed in the case, which is the succession plan of SOL during an important transition period in 2010. Was it necessary for Lo to retire? Should Shui On become a family business or a non-family business? Should the successor be a professional manager or an internal manager? How could an internal manager be selected as the successor? Case discussions may help students gain a better understanding of leader handover of enterprises, particularly CEO succession in enterprises controlled by the founder. Focusing on Li Jingang, who was appointed as CEO of SOL in early 2011 but resigned in January 2014, Case B offers two explanations for Li’s resignation, and aims to guide students to further reflect on the problems with the process and method of SOL’s CEO selection in 2010. Case C introduces the situation of Shui On from the aspects of Li Jingang's personal performance and Xintiandi model, so as to help students consider the selection of CEO in 2014 more deeply.
源语言英语
页数28
出版状态已出版 - 1 1月 2012

案例编号

GM-14-108

案例规范编号

GM-14-108-CE

案例类型

Field

更新日期

2016-11-02

来源

China Europe International Business School

关键词

  • Business Model
  • Ceo Succession
  • Family Business
  • Real Estate Industry
  • Talent Selection Process
  • Top Management Team (TMT)

案例学科表

  • 综合管理

案例行业表

  • 房地产与租赁

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