The life cycle models of an organization are based on the assumption that a living organism (enterprise, organization) as well as humans is an open system influenced by time and other systems in the environment. It follows that each organization has its own emergence, growth (decline) and aging. The elements that follow the development of a company can be: age, organization size, state of evolution and revolution, and the rate of growth of the business branch to which the organization belongs. Every organization in their life cycle is born through an entrepreneurial idea. By creating and developing an entrepreneurial idea, the organization is born, by expanding its business, it grows and lives, and with untimely problem solving, the problem enters the crisis and eventually disappears, ie it dies or goes bankrupt. Organizations are more dangerous to switch to multiple phases because they cause great problems within it. With access to management, it is very difficult to lead the company through all stages of its growth and development. In other words, only in rare cases the same management manages to run the enterprise through its development, not to come to a serious crisis. Entering a new phase of growth is usually an entry into the management crisis that needs to be noticeable in time. The topic of this paper is known life cycle models explained through their particular phases, and as an example, the Agrokor Group was taken into account, since it is a market leader who has experienced a crisis situation due to bad business moves as well as taking over the management of the company by the extraordinary administration.