| ashu |
Posted
on 09-Nov-01 01:29 AM
Many of well-known large and small businesses in Nepal are
family-run businesses.
Some examples: The Pancha Kanya Group, the Jyoti Group, the ICTC Group, the Sarda Group, the Chaudhary Group, the Chaudhary Group, the Golchha Group, the Nanglo Group and so on and on.
In the last few years, family-run large and small businesses in Nepal have been undergoing a lot of changes/soul-searching re: how to make their firms more professionally-oriented, how to handle succession issues, how to deal with
sibling rivalries, how to incorporate new management ideas into their traditional ways of working, and so on and so forth.
These are important issues because the way, say, the grandfather of a Nepali business family thinks about his business these days is bound to be substantially different more different from the way his grandson or a granddaughter (with an MBA from Kathmandu University, or from India or from America or Australia)
thinks about the same business.
And so on and on.
There is going to be this Workshop on Family Business in Kathmandu
run by Mr. Joe Paul, of the Aspen Family Business Group, USA (www.aspenfamilybusiness.com)
Joe -- who has consulted for Nepali companies in the past too -- is one of the world's leading consultants to family businesses and has consulted for many Fortune 500 companies (many of which, as we all know, started out as
family-run businesses), is giving a presentation on:
Challenges of successfully managing business succession
-How well have you planned the continuity of your family business?
-How will your sons and daughters successfully continue your family business after you are gone?
-Is your succession plan going to help or hurt your family relationships?
-How much authority should your successors have?
And so on and on.
Monday, 12th November 2001
Radisson Hotel (Nepa Dhuku), Lazimpat
The program starts at 2 pm
Fee: Rs. 1000/- per participant
At the preseentation, questions can be submitted anonymously in
written forms.
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| nobody |
Posted
on 09-Nov-01 01:45 PM
Most of these family businesses you mentioned, in the absense of any regulating policy, are monopolizing the Nepalese market. And their social stature and more importantly their wealth, coupled with our fear of foreign investment, has further strenthened their position. Can new ideas be sold fast enough to beat them to it, before they can weld their political and financial prowess? No. So we are left with yet another failure... Do they even care about new techniques? I am sure managment is an alien concept to most of them. They are going to survive, and prosper, just because they have "everything"...
For any businessman, the first concern would be profit. That's why they are there. The question is are they smart enough to realize they can prosper some more by giving some more, and by being more participative.
I wonder if any management style, other than authoritarian, is being followed. Do they even believe in a symbiotic relationship with their employees? With both the parties gaining from any extra effort that is put in rather than just the owners getting a bigger share of "untaxed" profits... Are they aware of the possibilities of growth outside our national boundaries? They are just happy with getting maximum share of whatever is in our economy. Think big. Global economy?
Rather than asking "How much authority should your successors have?" shouldn't they be asking "How much authority can you relinquish to your employees?" Rather than "How will your sons and daughters successfully continue your family business after you are gone? ...", how about the concept of executive positions and owners as two different entities with their responsibilities towards each other? Are they even willing to give up their traditional "authority"?
Unless they are more "global" in their approach, and learn to effect and affect change, and accept it, I wonder what good these seminars will do. Except one mor topic for the people, who are fascinated by pseudo-intellect, like myself...
Unless things have changed drastically after the last time I was in Nepal, it's going to take a paradigm shift as far as the way they operate is concerned.
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