研究
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当人类学遇到十亿美元的家族企业时

Tackling global crises one family business at a time: A toolkit for responsible ownership

家族企业有能力在寻找解决世界挑战的解决方案的最前沿。估计将家族企业占全球所有企业的70-90%,但这些不仅仅是夫妻商店。每年都会铸造十亿美元的家族企业,而500家最大的家族企业产生7.28万亿美元的收入

但是,只有在处理亲属关系的债券如何优先考虑其与利益相关者的债券方面的债券:员工,供应链沿供应链和社区的债券相比,家庭企业部署资源来解决全球危机解决全球危机。他们的提取,生产和分销具有足迹。

这是我从三年的人类学研究学习,社交和旅行的三年中的发现,在世界上最富有,最谨慎的家庭中。

商业和家庭兴趣的纠缠是从圣经到“继承”的文学,戏剧和电影中的the。但是,这类业主的艰难业务问题比以往任何时候都更加紧迫。

It can be understandable that the multi-generational owners of family businesses with revenues above USD 1 billion are reluctant to speak to outsiders or remain guarded and on-script when they do. Their billion-dollar businesses are high-profile, their wealth and perceived power inspires both scrutiny and voyeurism, and the entwinement of business and family interests are tropes in literature, theatre, and cinema, from the Bible to '演替'.

但是,这类业主的艰难商业问题比以往任何时候都更加紧迫:财富不平等的财产际传播(在这种情况下为大型企业)是大型的多代家族企业,这是家族性自我利益伤害的最明显的例子社会福祉?或者,家庭对目标的价值观和承诺是否可以使他们的业务更加致力于社会和环境福祉?

我的多学科同事所有权项目我一直在使用我们的领域工具来回答这些问题,从开发手工收集的定量数据集,正式访谈到文本分析软件的使用。经过三年的研究,我使用了经济人类学的工具来探索家族企业主告诉自己在商业世界中主张其优越性的神话和故事很有用,并且它们崩溃了。为了帮助家人企业主进行谈话,我已经开发了一个Toolkit for Responsible Ownership帮助业主及其顾问弥合愿望与现实之间的差距。

拥有大型企业的家庭讲述了关于自己的叙事,无论他们是真实还是错误。

很明显,我大business-owningfamilies tell strikingly consistent narratives about themselves. These narratives manifest in the speech, actions, and rituals of family owners and their service providers, and work to create a clear and aspirational vision of owners as actors who care for their communities and workers in ways that non-family-owned businesses do not. These narratives are consequential because—regardless of whether they are true or false—they become the basis for actions in the world, from political lobbying regarding inheritance taxes to corporate marketing campaigns to a family’s complacency regarding the impacts of their business on the world.

Ultimately, I identified seven narratives that continually surfaced in conversations, sidebars, business meetings, peer learning events, and communications (social media posts, webinars, reports, first-person published narratives) written by and for the large family business community.

叙述是:

  1. Family business is a force for good
  2. We have a long-term orientation
  3. Family owners are uniquely agile
  4. Employees prefer working in a family-owned business and our employees are like family
  5. 我认为自己是下一代业务的管家
  6. We care about our community
  7. 三代人的衬衫衬衫

These narratives, among the billion-dollar business demographic, transcended geography and sector. They constituted a grammar that family members drew on to explain themselves to themselves, to each other, and to the outside world. But global challenges — from climate change to wealth inequality, to pandemics — require not just aspiration, but empirical proof of responsibility from the families’ core operating businesses. And not only was reliance on empirical proof to uphold or justify the narratives a glaring “social silence,” but the narratives were bolstered by a number of assumptions and logics that contained important clues to the family’s values, beliefs, and practices – and where there is scope for change.

Family business owners do have the ability to drive change by evaluating and rethinking their own narratives. Bold and even radical changes to improve their performance on environmental, social and governance (ESG) issues are needed. But such radical change is not without precedent: my observations also yielded examples of bold or idiosyncratic practices of family businesses and professional service providers that can serve as inspiration to others.

In the Toolkit for Responsible Ownership, every narrative is matched with action items to bridge the gap between aspiration and reality.

Three examples of narratives and actions

One, to realise the aspiration of being a force for good and start addressing inequalities their ownership has benefitted from or is exacerbating, family owners can:

挖掘并承认您业务核心的复杂历史,并将其链接到当前和未来的业务策略。改变需要意识和接受。在家族企业的背景下,这意味着了解您的全部遗产并将其整合到当今的行动中。无论是家庭参与,还是源自独裁政权,奴隶制,战争,种族灭绝或其他暴力事件的商业利润 - 历史悠久的家族企业都可能会带来令人不安和有问题的过去。调试研究或档案调查可以帮助您做出新的公司和慈善承诺,并使您的家人对其遗产有更诚实的了解。

Two, if leveraging the long-term potential of family ownership is a genuine goal, families can:

为控股公司和家庭治理顶点机构制定ESG或可持续性策略,以确保整个家庭的全部投资组合的长期取向。家庭不能合理地声称自己具有长期取向,或者在其部分所有权组合明确与之矛盾时,几代人都在思考。大型家庭和大型企业很复杂,其安排和管理将永远是独一无二的。知道这一点,应在适当的所有权和家庭治理最高机构内实施可持续性授权,以确保在整个企业中应用该战略。

第三,家庭所有者经常说:“我不认为这项业务是我的东西。我认为自己是下一代的管家。”但是所有权带来了深远的收益,这些好处伴随着责任,这是一个起点:

一个人拥有的知识。创建一个公司的计划m the next generation of the assets they currently own or will inherit. The absence of a plan to inform the next generation of the assets they currently own or inherit is surprisingly common. Considering oneself a steward presumes the eventual readiness of the next generation to inherit and serve as stewards themselves. This is difficult to-impossible when next generation members do not know what they are stewarding. Future inheritors must be fluent in upcoming forms of ownership and what these forms enable and constrain.

As the realities behind family narratives become increasingly scrutinised, families with billion-dollar companies and their service providers need new ways of approaching intergenerational ownership, including assumptions and taboo topics. The Toolkit for Responsible Ownership offers a starting point.

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