Reference no: EM132293891

Case - Berkshire Realty Holdings

Total 7 questions need numbers and written answers.

Questions -

Q1. Do you believe Berkshire Realty Holdings was in a crises in 2002? Why? If yes, was it preventable? Why? If no, what state would you characterize the company to be in? Why?

Q2. What items in management's control contributed to the environment of "lost confidence" and lack of "trust" between the company's investors and employees? How would you regain the confidence of the investors?

Q3. What company controls were lacking in 2002 at Berkshire Realty Holdings? Think about the broad set of controls needed to run a sophisticated, decentralized company from a strategic perspective.

Q4. A number of Berkshire Realty Holding's employees thought that all that was needed to remedy Berkshire's woes was to find a replacement investor? Do you think this was achievable in 2002? If yes, what price do you think the current investors would accept to exit? What price do you think a new investor would pay to enter? If asked for references, what do you think the current investors would say about the Berkshire Realty Holding's management team?

Q5. If you stepped into Berkshire Realty Holdings in 2002, what would you work on implementing first? Why? Specifically, what would you be trying to accomplish and for what stakeholder(s)? How would you measure your success?

Q6. Discuss what you would do next. Specifically map out the years between 2003 and 2006, when the two Wall Street private equity investors needed to unwind their investment. How would you attempt to successfully achieve the strategic objectives laid out on page 5?

Q7. What would you do to rebuild Berkshire's fallen culture? What type of culture would you want to create? What adjectives would you use to describe the culture that Berkshire needed to have to succeed in the future? How important is the company's culture in developing and implementing a sustainable turn-around? Why?

Attachment:- Case.rar