Burma Drinx Group, a large family-owned conglomerate in Myanmar, an Asian country in economic and political transition, is about to reinvent itself to achieve success and adaptation to its evolving context. Based on internal and external information about the firm, the case states the challenges and issues that Burma Drinx Group (thereafter BDG) is experiencing as a family-owned conglomerate operating in a ‘non-friendly’ business environment and in a turbulent political and economic context. It focuses on the group CEO Aung Win’s succession. The reader is invited to understand the specificities of BDG’s internal environment, and to manage the idiosyncrasies of this family business conglomerate regarding CEO Win’s succession. Beyond the succession issue, BDG’s decision-makers face critical challenges for the future and have to make bold and courageous decisions to build on the success of the organization. The case proposes a consulting-case style where analysis and reflection are required to understand the challenges and to provide relevant solutions to the top management of the company. Material from the academic literature about succession is offered as a resource to the reader.
Burma Drinx Group (BDG), a large family-owned conglomerate in Myanmar, operates in several industries but has the largest presence in the soft drinks industry, led by its flagship company, Burma Drinx Company (BDC). The case explores the challenges and issues that BDC and BDG are experiencing as a family-owned conglomerate operating in a ‘non-friendly’ business environment, and a turbulent political and economic context. It focuses on an urgent topic, the corporate governance transformation of BDC and BDG. The reader is invited to understand the specificities of BDG’s internal environment and to manage the idiosyncrasies of this family business conglomerate related to its corporate governance system. BDC’s decision-makers face critical challenges for the future and have to completely rebuild the governance system. This current case follows a first case (Degravel & Tun, 2021) titled BDG(A) ‘Strategizing for Succession in a Family Business’, which described and reflected on the process of succession that BDG implemented to successfully replace the former CEO and founder of the company, Aung Win. The current case proposes a consulting-case style where analysis enables the provision of relevant solutions to the top management. Material from the academic literature about corporate governance and change management is offered as a resource. This case continues the story of BDG after its CEO succession.
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