Unto us a (corporate) child is born

As the number of redundancies and closures grows, one notices that many are in subsidiaries of multi‐national companies. One of the possible reasons for this is of particular interest: the ability of their managers. How capable are they of responding to adversity when their very existence is a result not of indigenous talents but more a symbol of the success of their parents? Furthermore, does the nature of these companies prevent their managers from maturing sufficiently to be able to act without parental guidance?