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Naylor Industries plc: a case study in leadership development

By Samantha Snow (November 2004 Issue)
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THE BACKGROUND
Chief executive Edward Naylor took control of Naylor Industries plc, a fourth generation family business, in 1993. Following two recent acquisitions, he now runs a £25 million turnover group, which manufactures building materials (concrete lintels, and clay and plastic pipes) on four sites located in Barnsley, County Durham, Fife and Wakefield.

The group is structured into three divisions: Naylor Drainage Ltd, Naylor Utilities and Distribution Ltd and Naylor Concrete Products Ltd. As well as his overall group chief executive role, Edward is managing director of the drainage division. Divisional boards exist for the other two businesses. Edward, who previously worked for accountants Touche Ross (now Deloitte) in the City, assumed the role of chief executive when his father, who had been chief executive of the company for some 30 years, died.

Shares in the company had been divided between his father and his uncle, so Edward’s first task was to sort out the ownership issue, which had the potential to create uncertainty regarding the company’s control and direction. Resolving this issue also gave Edward the opportunity to address cultural issues in a way that might not have been possible had he only had part ownership.

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