The fourth generation of Bunge’s family shareholders are a talented lot. They went to the best schools, have a stack of qualifications and are climbing the ladder in tough and demanding professions. Some work for Wall Street investment banks. Yet not one among them has come forward as a candidate to take Bunge – an international grain and oilseed trader with a gross annual turnover of $13 billion – into the next century.
Why? Because the depth of management prowess needed to modernize an old-fashioned conglomerate like Bunge and make it compete against the world’s leading multinationals is beyond the wit of all but a few superhuman individuals – such as Bill Gates, Jack Welch or Lee Iacocca.
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