Project Description

According to a 2014 study 据Tharawat杂志报道,家族企业占全球GDP的70%以上. In the U.S., 80% to 90% of businesses in the private sector are family businesses, and in Hong Kong, where my company is headquartered, that percentage is 60% to 66%. However, studies 还表明大多数家族企业在第一代之后就结束了吗, 不到一半的人能传给第二个,只有13%的人能成功传给第三个.

考虑到家族企业在经济中所占的比例如此之大, and most of them don’t survive for long, it’s important to take a closer look at legacy businesses. 2015年,我的父亲将他拥有46年历史的公司的掌舵权交给了我,因此这个话题尤其贴近我的内心. Having led the business for six years, 家族企业有几件特别的事情让我印象深刻, particularly since they could make or break the business.

Never be satisfied with the status quo.

许多家族企业都陷入了这样的思维陷阱:“如果没有破产,就不要修理它。.” Yet, 在一个科技和消费趋势可以在数年内颠覆行业的时代, all businesses —especially family ones — must be prepared to pivot.

关键在于确定你的目标客户需要的一套价值主张,并发展优势, possibly in advance, in those regards. For my business, 而是要接受智能设备的迅速崛起,并为公司配备资源,以迎合这一新细分市场. To remain a family business, in the long run, is definitely not to be comfortable with the status quo.

Embrace technological advancements.

家族企业长寿的另一个因素是它们与当前时代的相关性以及对最新技术发展的适应性. With technology dominating both professional and private lives, proper investment in technology is essential to a business.

For my company, 一家拥有多年行业经验的电子制造公司, 它不仅仅是能够帮助制造最新的智能设备加上相关的工业设备, 它还涉及利用技术来改善内部运作,以确保我们以最佳状态运行.

For instance, 我们建立并数字化了我们的报告结构,以确保总部和全球网站之间的信息流动是一致的. 在Covid-19期间,当正常操作程序受到突然变化的影响时,这种结构被证明是至关重要的, 许多大大小小的企业都在这场毁灭性的疫情浪潮中倒下了.

Look toward a united and evergreen future.

正如励志演说家西蒙•斯涅克(Simon Sinek)在多个场合所说,“为什么”在商业中很重要. For my company, we’re driven by our mission to improve world living standards, 去改变世界,与对人类生活至关重要的客户和产品合作. 我们的使命不仅是让员工在工作背后有一种使命感,还包括多代人的长期方向, meaningful and sustainable.

Focus on job rotation and recruitment.

In family businesses with many long-service employees, 在公司内部引入新的动力来鼓励增长是很重要的. 要做到这一点,可以鼓励长期服务的员工轮岗,这样他们就可以发展跨职能的专业知识,胜任行政领导的角色,或者招募能够带来最新的、学到的行业最佳实践的新人才.

In our case, 这两项策略将与我们的中国大陆站点最为相关。中国大陆站点是我们最古老的站点,有许多长期服务的员工. 我们将推动内部轮岗,并招聘在几家公司拥有持续经验的中层职业经理人. It’s exactly as Patrick Lencioni describes in his book, “理想的团队合作者”——我们的目标是与那些渴望工作的人一起工作, humble and smart. With a growth-seeking and open culture, 从长远来看,该公司更有可能经历持续增长.

Consider the shareholder structure.

As with any type of business, it’s important to consider the shareholder structure, 哪些会影响业务优先级及其可持续性的基础. 拥有外部股东的家族企业或出售给外部股东的家族企业可能更注重财务成就. Financial goals are important to sustain a business, but they’re not the sole determinant of growth and success.

As a wholly family-owned enterprise, 我很幸运,不需要管理外部利益相关者的利益. Additionally, 作为一家以人为本的公司,家族的理念非常强大, profit-making is also not the only goal of the business. 这意味着企业可以集中精力激励团队,并逐步引入新的想法和变化. 拥有这种家族所有制结构,会对公司的整体健康状况和士气产生影响, in turn, its long-term performance.

Move slowly but steadily toward a legacy.

Taking over a family business is hard, 在人员和业务之间找到正确的平衡是很复杂的. However, it’s also meaningful work. 从发展和定位公司的未来,最大限度地发挥现有员工的潜力,引进新的人才, 朝着可以对员工产生积极影响的多代企业发展, clients and beyond is a goal I find most worthwhile.

 

By Carl Hung,

President & CEO of Season Group.

Originally published on Forbes on 8 June 2021

继承遗产并确保其长寿:家族所有的复杂性(福布斯).com)