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Talking about family business is always interesting. The fact that family business
contribution to business world is one third listed at fortune 500 companies are family
business which contribute 40 percent of GNP in United States. Same case in
Indonesia, family businesses are about 89 percent and, amazingly the minority
population of which Chinese (4 percent) controls 70 percent of the trade.
Seeing is beleiving
Just after I graduated MBA from Cleveland State Unniversity in 1995, I worked in
Cleveland for almost two years. At the end of 1996, I moved and worked in Jakarta,
Indonesia until year 2000. That was the most terrible economy due to
multidimentional crisis. I wanted to return to United States inspite of my family
business. Since my parents thought I was mature enough to handle their family
business, I started to run the company as a GM (but I thought I deserved the title of
“Garbage Manager” instead of General Manager) in building material trading
company.
After the year 2000, I was tursted to handle my parent’s Chinese typical company as I
was the oldest son. Day by day I tried to set a system to make a better shape
company. However, the corporate culture in which my parents applied was so rooted
to the ground. I tried to find out what was wrong in sociology and anthropology wise.
In management wise, I believed the company was technically good. After analyzing
Masow theory, I found out there were point of view differences (illustrated below).
Trying to solve the psychology side, McGregor’s theory x and y was ill-used to
practice in my family company. Instead of being efficient, my parent always
involved in a daily operation to lead their hands-on practice. Delegation was not
fuction well due to ill-used. I tried to create positive thinking that my mother who is
more hands-on than my father to deserve a CEO title which is mean “Chief
Emotional Officer.”
In researching the family company that would sustain, I identified some key
points:
A culture that believes in resisting an offer that seems too good to refuse
Recognition of family value as equal as market value
Leaving children a legacy of opportunity instead of wealth
To build a family pride, the position should be earned not granted
A second generation is allowed to make his/her own mistakes and create a
new management style for the sake of company mission
I hope my experience can be used for many family businesses in the world.
I can be reached in daudtj@daudtjondrorahardja.or.id
Daud Tjondrorahardja
www.daudtjondrorahardja.or.id