The thing is this: Two months ago, wan chau international, the leading pork food enterprise and parent company of Shuanghui, issued a recall announcement: Wan Hongjian, 52, was dismissed as executive director and vice president, and was regarded as a successor by the outside world.
On the evening of August 12, wan chau international announced that Bandung had resigned as CEO. However, the successor is still not the eldest son Wan Hongjian, but the executive director Guo Lijun. In addition, the second son Wan Hongwei was appointed as executive director and vice chairman of the board of directors.
Late at night on August 17, the official WeChat account "New Meat Industry" published an article entitled "Wan Hongjian: My Father and Bandung", signed by Wan Hongjian.
Even ordinary people know that such infighting is not good for enterprises. I don't understand what hatred this father and son have. We must let things go up to this level.
Whether Bandung is strong or not, and whether there are other women and children, from a business point of view, this is an infighting caused by the improper handling of inheritance by a family business.
Because domestic enterprises are relatively young, many enterprises have not encountered this problem. It is not ruled out that with the growth of the age of the founders, the family inheritance problem of domestic enterprises will become increasingly prominent.
With regard to the inheritance of family businesses, Hong Kong and developed countries in Europe and America, which developed earlier than the mainland, have long had advanced experience.
Specifically, there are mainly two different solutions:
In fact, Li Ka-shing, the richest man in Hong Kong, is a model of the Chinese community.
Li Ka-shing has two sons, the eldest son Li Zeju and the youngest son Li Zekai. If two sons are in charge of Huang together, it will inevitably lead to infighting. So Li Ka-shing didn't intend to let both his sons start their own businesses from the beginning.
He let his eldest son, Li Zeju, inherit Hutchison Whampoa alone, but gave his second son, Li Zekai, enough financial support and various kinds of help to help him build his own business empire.
In this way, the two sons get what they need, so there is no need to fight among themselves.
At this point, the inheritance problem of the Li family business has basically been solved perfectly.
In fact, many years ago, the Rockefeller family and the Ford family, the European and American chaebols, also encountered similar problems.
At first, they were at a loss. There are even conflicts on the inheritance of family businesses.
But after repeated verification and practice, these early family businesses found a problem. That is, it is true that everyone wants their children and grandchildren to inherit their own businesses. However, it does not mean that every child and grandchildren have the ability to run a trillion-dollar enterprise. Therefore, the result of having to help one's children and grandchildren is often high, and the loss outweighs the gain.
Later, they learned the lesson and found a better way. That is, let your children and grandchildren enter the board of directors, firmly control the ownership of the enterprise, and appoint competent managers to take care of the enterprise in front.
In this way, we can kill two birds with one stone The ownership of the enterprise is still in the hands of one's family, which avoids the disadvantage that future generations are unable to bring down the enterprise. It can be said that everyone is happy.
For example, Microsoft and IBM basically adopt this strategy. Therefore, there is basically no big problem in the inheritance of enterprises.
Therefore, on the issue of family business inheritance, Hong Kong enterprises, as well as enterprises in developed countries in Europe and America, still have a lot of advanced experience worth learning.
Perhaps the future China enterprises, on the basis of inheriting the experience of these foreign family enterprises, will certainly be able to find a good way that is suitable for both local conditions and their own enterprises.
The violent shock caused by the dispute over Shuanghui's successor is believed to have sounded the alarm for many enterprises. As Charles Munger said, "Smart people learn from other people's failures, and stupid people learn from their own failures".
I believe that after the baptism of this incident, most domestic enterprises can begin to pay attention to and think about this issue. From this perspective, Shuanghui incident is not a bad thing for most domestic enterprises.