After business founders meet their Makers, their successor s often encounter a messy power struggle.
Shareholders have ownership, but a stock certificate brings with it no automatic sense of strategy. Even if all the shareholders were to get together in a paneled boardroom, complete with charts and reports and projections, they would not necessarily have any sense of strategy. A management problem is vastly different from a shareholder problem.
The poor successor, no matter who makes up his "inside" board, faces the immense problem of filing his many roles -- as shareholder, chief executive officer, and chief employee. There's no way this poor devil can have a sense of strategy, because he's buried in the struggle to survive his untenable situation.