CHAPTER 3
The Lombardi Family Business
I first met the Lombardis1 in 1983 when they engaged me as a consultant. The family called on me not because they were in deep trouble but because they were broad-minded enough to realize that their enterprise—and their family—had grown so large that planning for the future would not be simple. They wanted an outsider to help them sort out complex generational issues and set up structures to ensure a smooth transition in leadership.
What made the Lombardis so interesting to observe was that they were engaged, simultaneously, in two separate leadership transitions. The first was from a system controlled by a single owner, founder Paul Lombardi, Sr., to a sibling partnership of his five adult offspring. While ...
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