Fernand Hosri Group: Human Resource Management in Times of Crisis

The case examines Fernand Hosri Group Holding (FHG), a fifth-generation Lebanese family enterprise operating across multiple sectors. During an unprecedented convergence of crises, Carina Hosri, the group’s chief operating officer, led the rapid creation of a supermarket venture through extreme workforce redeployment and improvisation.

While the new business line succeeded operationally and financially, it exposed deep organizational tensions in the group. Central to the conflict was the group’s long-standing internal auditor, who seemed to be generating a toxic work environment. Students must consider how a senior leader should manage a technically competent but culturally destructive employee in a family business where loyalty, trust, and informal power complicate formal decision-making.