Hi all,
For week four we discussed the importance of succession
planning. From what we discussed and concluded in regards to the Tai Po Fruit
Traders Case I feel succession planning and just a family businesses in general
are such a messy affair! Looking for interesting articles in regards to
succession planning I stumbled upon this interesting piece. The author
discusses how succession planning differs according to cultures (East vs.
West). I found this interesting and it made me think of the other cases we have
discussed in class. In regards to succession it’s actually quite interesting to
note that both the Harilela and Tai Po Case was kind of ‘all in the family’ in
regards to succession. David was looking after Jimmy and Donald’s empire and
was under pressure by his family not to let go of Tai Po despite his own
dreams; and Hari saw Aron as an obvious choice in regards to the Harilela
empire. However, when we go back to week 2 and look back at the Ilapak case,
Roger was more eager to hand over his company to Luciano before passing it
along to his son Guy.
I am aware that individualistic Western cultures and the
collectivist Asian cultures differ in their styles of conducting business. However,
I find it interesting to see that there seems to be a prominent difference in matters
such as family business succession planning between the cultures too. Perhaps
this has to do with Asian family systems vs. Western family systems in general?
Asian and Southeast Asian cultures are usually composed of a joint family
system as opposed to the Western nuclear family system, which can perhaps also
influence succession. Harilela and Tai Po were more concerned with keeping the
business within the family as opposed to Roger in Ilapak who was actually
concerned that heavy nepotism after his departure from Ilapak may actually hurt
his company.
Any thoughts?
http://www.step.org/family-business-succession-planning-east-versus-west
I definitely agree that succession differs from culture to culture.
ReplyDeleteBut what I do not agree with is that it is justifiable to conduct business based on nepotism or religious boundaries because of culture when it is clearly affecting the business dynamic.
I believe that culture has blurred the lines between separating 'The Family' from 'The Business'. That is why it is increasingly difficult in family businesses to deal with issues of the family separate with those from the business.