Pella Corporation: Creating the Right Shareholder Roles and Goals for the Future

This case concerns the efforts of a multigenerational family company to articulate and document shareholder roles and goals aligned with the enterprise's overarching vision and values. In the summer of 2022, the family owners of well-known window-manufacturer Pella, based in the namesake Iowa city, were well into their fifth generation. No family member worked in the business—per longstanding policy—but fourth-generation members held key governance roles, including as the board chair and directors. With the trustees, other family members, and the CEO, these leaders had worked diligently to define shareholder roles and goals for all governance roles to gain family approval and use the final versions to help management. The board set Pella's vision, priorities, and strategies. The process was tricky because the family was now dispersed across the United States, and none of its members lived near the corporate headquarters. Readers will place themselves in family leaders' shoes as they face challenges, including an unpredictable business environment (such as a volatile housing market) and the question of how best to integrate and unify wide-ranging family interests and preferences for engagement with the enterprise.