When Benjamin de Rothschild succeeded Edmond de Rothschild at the head of "La Compagnie Financière Rothschild group" in 1997, he also inherited philanthropic activities practised within the family for several centuries. In 2007, these were borne by 10 independent foundations stemming from a same family tradition. Benjamin de Rothschild and his wife, Ariane, decided at this time to revitalise and re-align these philanthropic activities and to this aim recruited a managing director for the foundations, in charge of the strategy of their activities. This new director, Firoz Ladak, was named in 2007 and took up post in the family office, an entity in charge of managing the family's assets. For several months he immersed himself in the family culture, becoming aware of its history, its philanthropic commitments, and its values.

This is the first of a three-case-series.
Case A occurs at the moment where Firoz Ladak must propose his recommendations to the couple in terms of philanthropic strategy. It enables students to perceive the situation from his perspective and reflect on the stakes regarding the drafting of such a strategy.
Case B examines the strategy which was finally proposed and implemented by Firoz Ladak, thereby enabling students to become aware of the choices undertaken by the family regarding the proposals from the new Director of Foundations.
Case C enables students to follow the developments of this strategic renewal, thereby discovering the stakes relating to the implementation of a strategy and the adaptation of the latter to the reality of the context.