How would you describe the culture of your family’s business?
In regards to the language, we have preferred and we are working towards a bilingual structure. Nonetheless, we breed into our African language and hire individuals from different ethnicities to create a diverse environment. Further, my father has always wanted us to be aware and learn about new cultures in order to nurture our mind and make us more open-minded.
In what ways are your family’s purpose and values reflected in this business culture?
Leadership
Good governance
Integrity
Love
Unity
Respect
Meritocracy
These are reflected by the kind of contracts we sign with the different clients. The love, unity, meritocracy and respect are seen in our desire to welcome every individual who is seen as possessing the adequate capacities regardless of his/her ethnic group. While many practice tribalism, we prime ourselves into combatting such practices.
How does this stage of your family business’ lifecycle contribute, affect or erode the business and ownership dimensions of your business?
The company was founded while we were still undergraduate students. As children, our sole contribution was signing a contract in which we agreed to our weight within the company. We did not contribute financially nor did we really know what the business was about during the time of its creation. I think that we were more focused on our own development as college allowed us to know more about who we are. Indirectly, I believe that it was a foundation that gave total power to my father in the decision-making. It never really bothered us when we were in college. However, as time passes, we felt the need to be more involved in the decision and brainstorm process. This sort of created a clash between us and our father. He still perceives us "kids" and it is really hard for him to let someone else be in control. I believe this is the biggest problem and challenge faced within this stage.
What transition do you envisage for your family business’s lifecycle stage in the coming 10 years?
I think that in the next 10 years, our family business will be in the sibling partnership stage. I think that my father wants this firm to be solely managed by his children and passed down to their children. Thus, I think that our family business is a long way from being in the cousin stage.
How do you anticipate your family business and its owners and agents (including yourselves), reacting to these changes?
I think that the sibling partnership stage will be harder to reach/accept for my father because he is used to being in control and the main provider. As far as my siblings, I think may be an opportunity for us to implement more changes freely without it being underestimated because we are kids.
I think that the below picture accurately reflects one of our top values which is meritocracy. In order to reach the top level, one must make efforts. He/she will win out of merit.
The values are reflected in the business culture by the management of conflict between the employees of the business. Moreover, the level of trust between each family member is clearly shown through the successful development of the business idea and its strategy formation. Love and respect are also visible in the business culture by allowing everyone to put their ideas forward. The leadership is shown by the acceptance of all individuals within the company who are skilled and can positively benefit the business.
The culture of my family’s business is suitable for the objectives of the company. It involves the family values perfectly aligned with the aim of the business. The values connect the employees of the company as family partners and help resolve issues or conflicts. All the members of the business can give their insights and suggestions into the company for better implementation of the idea. This shows that the culture of our business is evolving with time.
@Gracia and @Watsapon (Eugene) Samrualhant , thank you so much for this rich account and reflection. You could enhance your response by clarifying many of the terms you use so as to frame them in a family-business diagnostic way e.g. notions of how Good Governance play themselves out against the claims in this paper?
Despite this, you provide a broad and colourful description of the dynamics prevalent in your family business, thank you. One way to improve on that is to derive the implications and gaps that can be acted upon: a 3-4 point plan of action? Quick wins rather than anything too contentious! Something that would add value to your family's business culture?
I like the image you attached with your post, it definitely showcases the concept of meritocracy. My question to you would be HOW you would go about with the transition of the family business (from father owned to sibling partnership). I understand that changing to the sibling model is a challenge in itself but as of right now, what procedures do you think will be the most effective way to move into the sibling partnership?