What are some additional challenges Ingar Skaug probably faced while taking over control of Wilh. Wilhelmsen? Skaug says that for the first several months as CEO, he deferred many decisions to other employees. In what types of situations might this have been inappropriate? Would Skaugs method have worked if he were taking over a hospital or an investment firm? How would you approach a situation like Skaugs? For Skaug, the decision to defer decisions worked for the company. What are some potential pitfalls this management style could have fallen into? Does the pace of the industry make a difference in what management style is appropriate (e.g., the fast pace of a high-tech company versus the slower pace of an industrial manufacturing company)?