The Adoption And its Aftermath.

The conflicts between father ans son as  seen earlier weakens the  family business. No two individuals think alike.
 The father, from the old school of management, has his own idiosyncrasies and ideas of management. He might be slow in taking decisions. He would have his own coterie. They would have advised him for long. The growth of the  business would have been slow.

The son, in this case an adopted one, would be quick and sharp. He would have had a large exposure, having done his management courses abroad. He wants growth, not a tardy one but an accelerated rise. He hires professionals.They tell him the old managers ae no good. They should be replaced.
His modus operandi is different and fast.

The tussle starts.. Father, princely bred, feels he has been overwhelmed. He is hurt. It is natural, An eighty-three-year-old man, who had his own way of life  so long is now trapped by his foster son.
He is removed from the chairmanship of his company by the shareholders. His pain transforms into fury. He cancels the adoption decree and proclaims he has renounced his son.

The son, on the other hand, behaves even harsher. He speaks ill of his father. He cuts the remuneration paid by the company to the father. He revokes all sanctions to the old man. He is now the custodian of the business as per the share holding pattern, He and his wife hold the majority.


To get  going and to meet out his expenditure the father sells his house in Hyderabad. He proposes to sell his coffee estate in Coorg. The son  seeks the court's permission to stop the sale. The son's case is dismissed. So goes the.story.


Well, this is unbelievable.  Fairy tales are more credible, one feels. Now with the police complaints  and government intrusions  the conflict has turned ugly.

A foster son cannot become an own son whatever it could be and whoever it might be.

Propagation comes through with justifiable means.  Progeny is through

 the  rightful process, not by deceit and malice.

Family Familiar

A family, I am familiar  has been doing business for the past hundred years.
The great grandfather was a dynamic man. He established businesses in Burma and Malaysia. He did not go to any of these countries but deputed managers to his business centres.These managers were assigned to work for three years. This period was called" kanakku" After the three years, they returned home. Another man was sent to take care of the business. This way the interests grew. As Burma came under the military rule, the great  grandfather has died and his son  who took up the business from is the father , diverted his entire interests to Malaysia.The grandfather also did not go to these places. he trusted his managers and they reciprocated his confidence  by working hard.

The properties increased and the grandfather, an able administrator passed peacefully. His sons inherited a lot of wealth. The eldest one, a meek and a good hearted man was not serious about business. The younger brother took advantage of his brother's indifference. he went to Malaysia and stayed there for years together. he bought properties and fragmented them. he made good profits. He kept the most for his family giving a small share to his brother.

The father died some twenty years ago,

His sons took control of the business. Jealousy ruled high and the three brothers tried to deceive and deprive the second one. Luckily he got from his reverie and took the management of a property which earned him  a fortune.The three brothers are now in dire straits.

Professioals Inside Family Business.

The family oriented business is still found in many parts of the world. They are giving way to professional management slowly.
 The families which are into business for a long time and which managed the activities are now recruiting professionals to take care.

Professionalism is indeed the need of the hour. Their perception would be loaded with exposure and training. Not that they have the meticulous modus Operandi they too have not any attachments to the business. Sentiments do not take a role. It is profit. Nothing but profit.

The company should perform. Whatever action need be taken would be implemented as soon as possible.If they find a business outdated they would hive it off and deploy the funds into a more lucrative one. That way they do not keep the funds idle.A return is a must. Idling is condemned.

Many family businesses have their own members on board and slowly incorporate other directors in who are professionals. They are at the helm for a period. They have to show results.If they fail they would be removed and another appropriate person would be brought in.

A slow but steady change is taking place silently.

The Concept Of Family Business

The concept in family business is to hold the ventures together under a family's head. The liabilities and assets should be well within the reach of the family. Transactions are to be transparent. The man at the helm should be genuine and should favour none.

If there arises a misstep then the business would suffer.It should be a tread with caution, a balanced walk on a rope The policies should be discussed.  The periodical meetings should be held. The implementation of the policies should be done as per the schedules. Not any way in a hurry. A  free hand should be given to the chief executives when they have to act on an urgency or an emergency.

So any crossing or counterchecking should not be the case. The suspicion should not find  the

 way. If at all it arises then it is a total disbelief in the management. This exercise should be averted. Only sincerity would hold the business. Other flip flop activity would crumble in no time.

That way be the way to run a family business. Of course, the top level management could draw a salary equivalent to their efforts and a bonus for effectively managing the show. An understanding should never be in oral terms. All should be put in black and white and act as testimony to the managerial skill.