| ashu |
Posted
on 12-Nov-01 09:28 AM
Hi all,
Nepali family-run businesses -- big and small -- are wrestling with lots of issues thesec days.
Those of us who may well -- now or later -- go into fields such as strategy consulting may find the following concerns raised by the leaders of Nepali
business useful to get our thinking going.
These questions are broad enough to be useful.
Answers and comments are welcome
oohi
ashu
ktm,nepal
*****************
How do we incorporate what is useful from Western business values and still preserver important Nepali social values?
What do we do when some parts of the family become more Western in their personal values?
What will be the criteria for entry of the next generation into the family business?
How do we arrange for our successors to gain meaningful work experience outside our businesses before they enter the family business?
How do we make our businesses more professionally managed when we have so many long-term loyal managers without professional training?
Where in the organization should our successor generation start working first?
How will the larger family stay united when some work in the family companies and others do not?
What do we do about in-laws coming into the business?
What is the role of women in the family business?
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