Presents a new divisional vice president's entry into a well-established and still successful manufacturing organization which is nevertheless facing an impending competitive crisis. Demonstrates his challenge and his efforts, under pressure from corporate headquarters, to convince his staff that the crisis is real and to make changes in the organization's family culture and practice, in order to better position them to face the onslaught of price wars and new technology. Concludes with several complex choices facing the new vice president as he considers whether or not to replace some key but problematic senior managers, and what strategy to adopt in his relations with the retired but still visible descendant of the firm's founder.
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