Holy House or New Blood? Tink’s Succession Case
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Abstract
This teaching case aims to promote a reflection on the succession process of Tink, a family paint industry, composed of seven family nuclei, located in the municipality of Panambi, state of Rio Grande do Sul. In 2018, the company had been on the market for two decades, and Pedro, the CEO since 2009, informed the partners that he would leave the management in a period of two years. The managing partners defended internal succession and bet mainly on maintaining the company’s culture. The partners that did not work in the company, on the other hand, defended external succession, since they did not identify, in the current team, the profile apt to occupy Pedro’s chair. Thus, it was necessary to discuss the possibilities of succession, considering the divergent positioning of the partners. For this case, it is proposed that students put themselves in Pedro’s place, in order to provide them with a debate about the advantages and disadvantages of internal and external succession for Tink. It is proposed that the case be used in undergraduate and graduate lato sensu courses in the field of Management, in disciplines of Organizational Strategies and People Management that focus on succession in family businesses, management skills, and the maintenance of culture.
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