Metaza: Implementación De La Gobernanza Corporativa en Una Empresa Familiar (Spanish version)

Description

Metaza SA (Metaza) was a family business created by two brothers who later invited their younger siblings to join the firm. Metaza operated in the steel sector, a capital-intensive business with fierce competition. The industry had experienced several mergers and acquisitions led by international players. To remain competitive, Metaza had changed its strategy, moving away from being a steel dealer and toward being a value-added producer. However, these changes generated debate within the family business, which operated with a low level of institutionalization. Consequently, the brothers hired a family business governance consultant for assistance. Metaza’s chair and chief executive officer needed to learn how to implement these strategic changes so that he could pass the torch of a healthier organization.

Learning Objective

This case discusses how a particular family firm should implement corporate governance and which topics must be addressed in the firm’s advisory committee. Students are encouraged to compare their intuitions about these problems with the consultant’s proposal, understanding the differences and why the family chose its current path. After working through the case and assignment questions, students will be able to do the following:Explain the governance mechanisms used to deal with family complexity in the different subsystems of family firms. Define the differences between a board of directors and an advisory board. Understand corporate governance in Latin America. Implement a transitional path to formalize corporate governance.