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Quête de principes et d’une saine gouvernance chez Molson (La)

Molson’s Quest for Principles and Good Governance
Case 9 40 2021 005
Case published in the International Journal of Case Studies in Management, Vol. 19, No. 1
Languages : 
  • French,
  • English
  • Gouvernance,
  • Entreprises familiales,
  • Conseils d’administration,
  • Succession
  • Governance,
  • Family businesses,
  • Board of directors,
  • Succession
Year of production : 
2021
Registration date : 
2021-03-13
Teaching notes included : 
Yes

Le cas porte sur les aléas de la gouvernance de la société Molson au cours de la période 1995-2003, qui mène à une déclaration des Principes de la famille Molson et à un examen de l’efficacité du conseil d’administration (CA) initié par Eric Molson qui en est le président. Ces actions s’avèrent particulièrement importantes à la lumière des attitudes, comportements, décisions et ambitions du cousin éloigné Ian Molson, membre du CA, ainsi que du chef de la direction, Dan O’Neill. Eric Molson, comme patriarche du clan Tom Molson (son père) et détenteur du contrôle de l’entreprise, doit réaffirmer les valeurs et principes de la famille en utilisant son pouvoir de persuasion et d’influence et, si requis, l’artillerie (lourde) pour assurer la pérennité de l’entreprise.

This case looks at the vagaries of Molson’s corporate governance during the period from 1995 to 2003, which led to a declaration of the Molson Family Principles and a review of the board of directors’ effectiveness initiated by Eric Molson, its chair. These actions proved particularly important in light of the attitudes, behaviours, decisions, and ambitions of Ian Molson, a distant cousin who sat on the board, and CEO Dan O’Neill. Patriarch of the Tom Molson (his father) clan and controlling shareholder of the company, Eric Molson needed to reaffirm the values and principles of his family by using his power of persuasion and influence and, if necessary, the (heavy) artillery to ensure the company’s sustainability.

Primary domain : 
Management  - Strategy
Secondary domain : 
Business ethics  - Governance
Sectors : 
  • Consumer goods
Source : 
HEC Montréal
Type : 
Traditional case (Descriptive or analytical case)
Type of data used in the production of the case : 
Factual data that is not public wherein the identity of the company/person is disclosed
Event location : 
Canada
Year of start of the event : 
1995
Year the event ended : 
2003
Business size : 
Large enterprise
  • Gouvernance
  • Entreprises familiales
  • Governance
  • Family business
  • Saisir les particularités de la gouvernance des entreprises familiales, particulièrement les grandes entreprises familiales cotées en Bourse comme Molson.
  • Connaître les différentes perspectives théoriques proposées par des auteurs pour comprendre les enjeux, défis et particularités de la gouvernance d’entreprises familiales, particulièrement les grandes entreprises familiales cotées en Bourse comme Molson.
  • Analyser les particularités de la société Molson, de la situation et des incidents relatés dans ce cas à la lumière des diverses théories.
  • Discuter des caractéristiques clés qui distinguent les entreprises familiales performantes en lien avec certaines perspectives théoriques.
  • Understand the specificities of family business governance, particularly for large publicly traded family businesses such as Molson.
  • Learn about the various theoretical perspectives proposed by authors to understand the issues, challenges, and particularities of the governance of family businesses, particularly large publicly traded family businesses such as Molson.
  • Analyze the distinctive features of the Molson company, the situation and incidents recounted in this case in light of various theories.
  • Discuss the key characteristics that distinguish successful family businesses through the lens of different theoretical perspectives.
  • Gouvernance
  • Entreprises familiales
  • Governance
  • Family business