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在分析下一代上任后企业衰败的原因时,常常听到这样的结论:下一代人的领导能力不及前任。人们很容易将企业失败的原因归于继承人,因为企业是在他们的任期内走向失败的。但是进一步分析表明,这种说法只是皮毛,而不是问题的根本所在。在成长为一个合格的家族企业领导者之前,继承者和他们的长辈需要面对情感角色和沟通模式等关键因素的转变。在那些杰出的家族企业里,两代人的更替和磨合,是一个有步骤的系统化过程。在这之前,父母和孩子之间的话题主要集中在家庭,此时他们开始讨论所有权和管理问题,突然的转变往往令人难以适应。
When analyzing the reasons for the decline of the enterprise after the next generation assumes office, it is often heard that the next generation is less capable of leadership than the previous one. It is easy to attribute the failure of a business to an heir as the business fails during their tenure. However, further analysis shows that this argument is only fur, not the root of the problem. Prior to becoming a qualified family business leader, successors and their elders need to face the key changes in their emotional roles and modes of communication. In those prominent family-owned businesses, the replacement and dissolution of two generations is a systematized step by step. Prior to this, the topic between parents and children focused mainly on families, when they started to discuss ownership and management issues, and sudden changes often made it difficult to adapt.