Thumbs up for owner-founder oversight: and a skeptical thumbs down for private equity.remuneration REMUNERATION. Reward; recompense; salary. Dig. 17, 1, 7. of managers, establishing a history and a heritage, strong sound values, and a vision that speaks to all stakeholders Stakeholders
All parties that have an interest, financial or otherwise, in a firm-stockholders, creditors, bondholders, employees, customers, management, the community, and the government. .
Are there any potential downsides to being private or public with a committed founder or owner in control as opposed to being public with a differentiated and anonymous owner structure? I cannot think of very many.
I see many advantages of strong owner control. In such companies, it's more likely that the business will have a longer-term perspective and be willing to take more risks. Both these factors are likely to bring more fundamental change or provide greater opportunities to move ahead of the competition.
The existence of a present, dedicated, and knowledgeable founder and owner is also a considerable advantage. The founder is crucial to establishing the strong heritage and values that give the company a soul by which loyalty and motivation among the employees can more easily be created. No employed CEO (1) (Chief Executive Officer) The highest individual in command of an organization. Typically the president of the company, the CEO reports to the Chairman of the Board. will stay long enough to be able to take on that role.
With their competence and knowledge, owners can both challenge management and restrain the company from excesses in perks perk 1
v. perked, perk·ing, perks
1. To stick up or jut out: dogs' ears that perk.
2. To carry oneself in a lively and jaunty manner. and compensation. I also think the likelihood of being a "good company" is greater with a strong owner in charge. Profits can be deployed to good causes without much debate. In my opinion, private companies or publicly owned Publicly owned can refer to:
- Public company, a company which is permitted to offer its securities (stock, bonds, etc.) for sale to the general public, typically through a stock exchange
- Public ownership, of government-owned corporations
There is, however, one form of private ownership that in my opinion has difficulties living up to the criteria above: private equity. That is for the simple reason that private equity companies have two fundamental objectives that do not align with my thinking of success: One is to exit within a short time frame (five to seven years). Another is to satisfy only one stakeholder stakeholder n. a person having in his/her possession (holding) money or property in which he/she has no interest, right or title, awaiting the outcome of a dispute between two or more claimants to the money or property. , the owners. Therefore, I believe it is very difficult for private-equity-owned companies to take necessary risks, take a long-term view, develop a strong heritage and values--the soul of the company--and contribute to a better society encompassing many different stakeholders.
Anders Dahlvig had a 26-year career with Ikea. He started with the Swedish furniture retailer in 1984 and worked his way up from store manager to president, serving in that leadership role from 1999 to 2009, a period during which the global giant averaged 11% yearly sales growth and hired more than 70,000 new employees. This article is excerpted with permission from his new book, The Ikea Edge: Building Global Growth and Social Good at the Worlds Most Iconic Home Store, copyright [c]2012 by Studentlitterater AB and published by McGraw-Hill (www.mhprofessional.com).
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|Publication:||Directors & Boards|
|Date:||Jan 1, 2012|
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