Several years ago, I supervised a student-led research project addressing this assumption of an entrepreneurial generation gap in business families. As part of the study, members of multiple generations were interviewed across several large business-owning families. The consistency in the findings across these very different businesses was strikingly similar.
And the next generation is not immune from a need to over-communicate themselves. Our interviews suggested that the next generation tends to be timid about asking questions and sharing their needs with the senior generation. Next generation members should focus on over-communicating both their desires to meet the entrepreneurial expectations of the senior generation, and their need to better understand the values and strategies held by the senior generation in order to do so.
Communication alone is not enough to fully promote entrepreneurship in the next generation. As discussed previously, some people would point to a lack of motivation or drive in the next generation as the cause of this inaction. My research with my students would indicate otherwise. Coreabilityof the individual to take the expected action; and 3) theprovided to the individual to take the expected action.
เราได้สรุปข่าวนี้มาให้อ่านอย่างรวดเร็ว หากสนใจข่าว สามารถอ่านฉบับเต็มได้ที่นี่ อ่านเพิ่มเติม:
ประเทศไทย ข่าวล่าสุด, ประเทศไทย หัวข้อข่าว
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Why Your Family Business Needs Family Members on the BoardIn the wake of the pandemic and rising geopolitical tensions, many family business owners have woken up to the reality that the absence of a competent and engaged board undermines the resiliency of their family enterprise and poses a significant risk in an era of greater turbulence and uncertainty. What’s more, if family representation is missing from the board, it is difficult to align the interests of the owners with those of the company in a sustainable way. Understandably, boards often focus the bulk of their attention and oversight on what’s happening “below” them with respect to strategic planning and execution. In family companies, however, boards also need to track what goes on “above” them, among the owners. That’s what makes having a family director on the board so important — they’re ultimately accountable for aligning the competitive strategy for the business with the continuity strategy of the owners. The resilience of the family enterprise hinges on getting that alignment right. A strong set of family directors can buttress the board’s linkages “upwardly” and ensure that the owners remain united and committed to the success of their enterprise. So, you wont cancel Matryoshka? Brilliant idea using Russian dolls here
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San Francisco business uses family recipes for fresh-made paletasGrowing up in a Latino household, you looked forward to taking trips to the local paletería -- a place that sells handmade popsicles.
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