商學(xué)院教你從父母身上學(xué)不到的東西
1993年，當(dāng)工程師亨克•威廉•范多普(Henk Willem van Dorp)就讀奈爾洛德商學(xué)院(Nyenrode)的兼職高管MBA課程時，他的荷蘭技術(shù)服務(wù)公司已成立8年時間，擁有65名員工。在他兩年后完成學(xué)業(yè)時，該公司的員工數(shù)量達(dá)到了200名。
“It was a busy time and I learnt a lot,” he says. “When I was young I was looking for the best technical solutions. At Nyenrode I learnt how to take people more seriously. If I have the right man in the right place, the problem is solved.”
“那是一段忙碌的時期，我學(xué)到了很多，”他表示，“在我年輕時，我總是在尋找最佳的技術(shù)解決方案。在奈爾洛德商學(xué)院，我學(xué)會了如何更認(rèn)真地待人。如果我在合適的地方擁有合適的人員，問題就會得到解決。”
Mr van Dorp’s enthusiasm has prompted two of his sons to study on a full-time MBA programme and a third is considering an executive MBA as part of the company succession plan.
范多普的熱情促使他的兩個兒子攻讀全日制MBA課程，第三個兒子正考慮攻讀高管MBA，作為公司接班計劃的一部分。
Yet the family is unusual. In contrast to the van Dorps, many first-generation entrepreneurs eschew business school and believe their children do not need to go, either.
然而，這個家庭是不同尋常的。與范多普形成對比的是，很多第一代企業(yè)家不愿就讀商學(xué)院，而且認(rèn)為他們的子女也不需要去。
“This is a hard thing for the parents,” says Morten Bennedsen, professor of family enterprise at Insead, where 100 of the 1,000 MBA students a year are from family businesses. “Business schools can teach you things you can’t learn from your parents. They can teach you how to run a professional firm.”
“對于父母來說，這是一件很難的事情，”歐洲工商管理學(xué)院(Insead)家族企業(yè)教授莫滕•本內(nèi)森(Morten Bennedsen)表示，“商學(xué)院能夠教你從父母身上學(xué)不到的東西。它們能夠教你如何管理一家專業(yè)機(jī)構(gòu)。”在歐洲工商管理學(xué)院的1000名MBA學(xué)員中，有100人來自家族企業(yè)。
There are solid benefits to an MBA, says Denise Kenyon-Rouvinez, director of the Global Family Business Centre at IMD, Switzerland. These include credibility in the business world, the trust of company employees and an independent business network.
瑞士洛桑國際管理發(fā)展學(xué)院(IMD)全球家族企業(yè)中心(Global Family Business Centre)主任丹尼絲•凱尼恩-羅維內(nèi)茲(Denise Kenyon-Rouvinez)表示，MBA學(xué)員會獲得實質(zhì)性的好處，包括商界的信譽(yù)、公司員工的信任以及一個獨立的商界人脈。
More schools now offer family business courses, which is a recognition of the need for a rounded business education combined with the specific expertise that family-owned companies require. One example of how family concerns are different is the fact that they were particularly resilient in the 2008-09 financial crisis.
更多學(xué)?，F(xiàn)在推出家族企業(yè)課程，承認(rèn)全面商學(xué)教育與家族企業(yè)所需的特殊專長相結(jié)合的必要性。表明家族企業(yè)問題與眾不同的一個例子是，在2008年至2009年金融危機(jī)期間它們的抗打擊能力尤為強(qiáng)勁。
Columbia Business School in New York, launched a family business programme in 2016. “Business schools have come to realise that they have to educate more than just professional managers,” says programme co-director Patricia Angus.
紐約哥倫比亞商學(xué)院(Columbia Business School)在2016年推出了一項家族企業(yè)課程。該課程的聯(lián)合負(fù)責(zé)人帕特里夏•安格斯(Patricia Angus)表示：“商學(xué)院開始意識到，它們的教育對象必須擴(kuò)大到職業(yè)經(jīng)理人范圍以外。”
She argues that all MBAs should learn about family businesses. “We have a lot of students who are going into private equity and consulting who need to understand their clients and the deals they make,” says Prof Angus.
她主張，所有MBA學(xué)員都應(yīng)學(xué)習(xí)有關(guān)家族企業(yè)的知識。安格斯教授表示：“我們有很多學(xué)生準(zhǔn)備進(jìn)入私人股本行業(yè)和咨詢業(yè)，他們需要了解他們的客戶以及他們要做的交易。”
There are 200 members of the family business club at Columbia, drawn from its annual intake of about 750 on its MBA programme and EMBA students.
哥倫比亞商學(xué)院的家族企業(yè)俱樂部有200名會員，來自每年招收的大約750名MBA課程和EMBA課程的學(xué)員。
At Babson College, Boston, the business school famed for its entrepreneurship teaching, half the undergraduates and half the MBA students are from family businesses, says Mathew Allen, faculty director for the Institute for Family Entrepreneurship. “It’s driven a good part by non-US students who are coming from family businesses to study in the US,” he says.
在以創(chuàng)業(yè)課程聞名的波士頓百森商學(xué)院(Babson College)，家族創(chuàng)業(yè)學(xué)院(Institute for Family Entrepreneurship)院長馬修•艾倫(Mathew Allen)介紹說，本科生和MBA學(xué)員各有一半來自家族企業(yè)。他表示：“這在很大程度上由前來美國留學(xué)的海外家族企業(yè)的學(xué)生推動。”
In China, an overseas education can lead to a different type of succession problem.
在中國，海外留學(xué)可能帶來一類不同的接班問題。
Children who have studied in the US or Europe often have contrasting views to their parents, says Kevin Au, director of the Center for Family Business at CUHK Business School in Hong Kong. “The communication is usually very different to begin with.”
香港中文大學(xué)商學(xué)院(CUHK Business School)家族企業(yè)中心(Center for Family Business)主任區(qū)玉輝(Kevin Au)表示，在美國或歐洲留學(xué)的子女經(jīng)常有著與父母不同的觀點。“首先，溝通通常就會很不一樣。”
This is significant because many first-generation Chinese entrepreneurs are ready to retire, he says. “In Asia much of the wealth and resources are controlled by family businesses.”
他表示，這很重要，因為中國很多第一代企業(yè)家正準(zhǔn)備退休。“在亞洲，很大一部分財富和資源由家族企業(yè)控制。”
For Prof Allen the MBA is not necessarily the answer for all family businesses, as their structures are complex: a management system, an ownership system and a family system, all of which interact. “Ninety per cent of an MBA concentrates on the first of these,” he says. “Family businesses need to look at all three.”
對于百森商學(xué)院的艾倫教授而言，MBA不一定適用于所有家族企業(yè)，因為它們結(jié)構(gòu)復(fù)雜：一個管理體系、一個所有權(quán)體系，還有一個家族體系，所有這些體系都互相影響。“MBA課程90%的內(nèi)容關(guān)注第一個，”他表示，“而家族企業(yè)需要3個都考慮。”
Many schools meet this need with executive short courses for family business clients and customised programmes for individual families. These help address some of the limitations of an MBA.
很多商學(xué)院滿足了這種需求，它們?yōu)榧易迤髽I(yè)客戶推出高管短期課程，甚至為單個家族推出定制課程。這些幫助克服了MBA課程的一些局限性。
One concern is that second and third-generation family business executives are often under extreme pressure, says Prof Kenyon-Rouvinez. “You have on your shoulders the expectations of all the other family members. You don’t want to be the generation that is not successful.”
凱尼恩-羅維內(nèi)茲教授表示，一個問題是第二代和第三代家族企業(yè)高管往往面臨極大的壓力。“你背負(fù)著其他所有家族成員的期望。你不想成為不成功的一代。”
Prof Angus agrees. “The burden of taking on the management of a company that someone else has created is enormous. At what point do you talk to your mum as your mum, as opposed to talking to her as your controlling shareholder?”
安格斯教授同意這點。“接手老一代創(chuàng)建的一家企業(yè)的管理是一個巨大包袱。你要在什么時候跟媽媽說話時把她當(dāng)作媽媽，而不是把她當(dāng)成你的控股股東?”
For those who do take the MBA route, one question is whether to return directly to the family business on graduation.
對于那些攻讀MBA的人而言，一個問題是：要不要在畢業(yè)后直接回到家族企業(yè)?
Allan Cohen, professor of global leadership at Babson, recommends that students work for an outside company for a few years. He says this boosts confidence, gives an outside network and brings more credibility for the family member when they return to the fold.
百森商學(xué)院全球領(lǐng)導(dǎo)力教授阿蘭•科恩(Allan Cohen)建議，學(xué)員應(yīng)為一家外部公司工作幾年。他表示，對于這位家族成員而言，這將提高信心，獲得外部人脈，并在他回歸家族企業(yè)時帶來更高的可信度。
“We urge everyone to get outside experience if possible, even though some of those people won’t come back [to the family business],” he says.
他表示：“我們敦促每個人在可能的情況下都獲得外部經(jīng)驗，盡管其中一些人不會回到(家族企業(yè))。”
It is a conundrum that Prof Bennedsen recognises, but he is pragmatic. “Nobody should go back to a family business because they have no other options.”
這是本內(nèi)森教授承認(rèn)的一個難題，但他是務(wù)實的。“任何人都不應(yīng)該僅僅因為沒有其他選擇而回到家族企業(yè)。”
As for Mr van Dorp, he ponders whether his fourth son, an entrepreneur, will join the family firm. In the meantime, as he puts his succession plans in place, the Van Dorp founder has added a new management programme in his diary for 2018: how to be a successful non-executive director.
至于范多普，他在考慮他的第四個兒子(一位企業(yè)家)是否會加入他的家族企業(yè)。同時，在他制定他的接班計劃時，這位范多普家族企業(yè)的創(chuàng)始人在他2018年的日程表上添加了一項新的管理課程：如何成為一名成功的非執(zhí)行董事。
