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When we, the OD professionals, talk about family businesses in Pakistan, we are referring to a collective that has not yet evolved into an organization, rather they are just pretending to be one. The ideas inherent to an ‘organization’ are absent. These are chaotic family controlled concerns at best, with a burgeoning, inefficient, insecure human resource. At the helm of affairs is the person (or persons) whom we have come to known as the ‘seth’. The all-knowing, all-seeing being who is in charge of the enterprise. Over the years, whenever I see one, I have come to place him (or her for that matter!) in one of the 4 following categories:
The Primitive:
None of the following categories incorporates the typical and conventional persona of the Seth, as imbibed by this one. This class is the least interested in OD or any of its branches. These Seths are not limited to any sector, nor has their education anything to do with their mindset. Rather it is their experiences, I have come to learn, which restrain them from abandoning control. The overriding philosophy is; the more insecure an employee, the more in control you are. Structures, policies and fancy designations infuse a sense of security in the employee, so no thank you. You may be some OD fancy consultant, but you can keep your proposal for organizational change to yourself. I am happy the way I am running my business.
A business pitch for an OD project to one of these never closes, no point in wasting efforts here.
The “Me Too”:
These are usually the inexperienced, younger lot. They have inherited their businesses and are still figuring their way around. Though they do like to peek around and keep an eye on what their contemporaries are up to. Desperate to be not left behind a friend or a cousin, who is now looking after his / her own family concern and doing very well, they start to imitate, resulting in copied initiatives. So if a cousin has an Organizational Development manager, I’ll hire one too. I’ll figure out what to do with him later. It wouldn’t look nice if he boasts about fancy stuff his OD manager’s been up to and I have nothing to tell about mine.
There are numerous such openings in the market now, but the road leads to nowhere, an OD professional’s career stalls with such Seths.
The Balancing Act:
The dreamers. The more experienced and educated businessmen. But they tend to care for their family and old acquaintances too, a little too much for the liking of an Organizational Development manager. They are serious in bringing about the change, abandon control and start running the enterprise by the book, rather than impulse and instinct. But it is a ‘family’ business after all. The Seth is often not the only Seth. At times he is the sole owner, but over the years he has brought too many family members on board to run the business. These family members got the job, not on merit, but because they are family. They tend to grow into the most insecure gang, the biggest hurdle to change.
This Seth tends to get caught in the balancing act; change and OD are imperative for progress, but that entails hiring specialists and questioning the role of certain family members in running the business. I can’t displease them, I ought to see them not just during a normal workday, but during family gatherings as well. My association is not limited to this office or factory.
Organizational development tends to be slow with these enterprises, the road is too bumpy and results cannot be taken for granted despite Seth’s expression of will. Proposals and initiatives are tabled but rarely see the light of the day.
The Progressive:
The most focused, headstrong, uncompromising Seth. This type usually turns out to be educated, middle-aged (novices usually lack focus) and aware of the developments taking place in the industry and business globally. Doesn’t matter if they have inherited the business or built one. If he/she brings on board a team to transform the organization, its meant to be. Proposals and initiatives are not just limited to fancy presentations and cosmetics; they are actually implemented. If there are friends and family, they better fall in line or fall out. Change is swift and complete, even if it implies rightsizing the organization.
An OD consultant’s dream and delight.
