Glen,
Realize his background, the lack of experience in the sector is an excellent point that you're wise to bring up - as was the Porsche example. Actually the analogy between Leica and a low-volume (e.g. lower than Porsche) exotic car maker such as Lambo, etc., is a fit one.
Me, I was drawing some analogies between the passion of an wealthy avid collector with (as you say) no technology/photo business background willing to acquire the producer of his 'hobby' (for lack of a better descriptor) and some ground-up 'better mousetrap' CEOs I knew.
Devoted passion in and of itself is admirable and can drive you thru challenging times - but more often that not it and cold-hard objectivity don't easily co-exist. In this case you need to realize your strength for the weakness it can become -- under the right (wrong?) circumstances and make @#$% sure those in your immediate circle posses such objectivity - and listen them.
As much as I hate to say it, Kaufmann's wealthy collector background, utter lack of experience in the sector and total control position (financially and managerially) IF he is surrounded by long-term Leica execs (as I suspect is the case) is one of THE classic recipes for gradual decline intermixed with various 'fits & start' attempts at a corprate re-work -- followed by an 11th hr bargain-basement acquisition.
Again, hope I'm wrong, but it will be interesting to watch regardless of the outcome. I'm sure many a B-School business case is being crafted based on the firm's current strategic position as we speak. Makes a very interesting case study.
Realize his background, the lack of experience in the sector is an excellent point that you're wise to bring up - as was the Porsche example. Actually the analogy between Leica and a low-volume (e.g. lower than Porsche) exotic car maker such as Lambo, etc., is a fit one.
Me, I was drawing some analogies between the passion of an wealthy avid collector with (as you say) no technology/photo business background willing to acquire the producer of his 'hobby' (for lack of a better descriptor) and some ground-up 'better mousetrap' CEOs I knew.
Devoted passion in and of itself is admirable and can drive you thru challenging times - but more often that not it and cold-hard objectivity don't easily co-exist. In this case you need to realize your strength for the weakness it can become -- under the right (wrong?) circumstances and make @#$% sure those in your immediate circle posses such objectivity - and listen them.
As much as I hate to say it, Kaufmann's wealthy collector background, utter lack of experience in the sector and total control position (financially and managerially) IF he is surrounded by long-term Leica execs (as I suspect is the case) is one of THE classic recipes for gradual decline intermixed with various 'fits & start' attempts at a corprate re-work -- followed by an 11th hr bargain-basement acquisition.
Again, hope I'm wrong, but it will be interesting to watch regardless of the outcome. I'm sure many a B-School business case is being crafted based on the firm's current strategic position as we speak. Makes a very interesting case study.