华商领袖黄世伟：道德领导力与家族基业长青

Based in Surabaya, Indonesia, Sekar Group started with a small business purchasing fish and shrimp in 1966. Led by its founder Harry Susilo, it has grown into a large corporate group with several business divisions, including seafood, aquaculture, real estate and mineral products. Its achievements are closely linked to Susilo's belief in “to having integrity and to demonstrating trustworthiness in one’s dealings” and his commitment to “strive for balance and equilibrium in one's interactions”. What is special and interesting about this case is that this family business has been greatly influenced by Eastern culture, in which the eldest son is regarded as the leader of the family, Susilo's siblings are seen as the family’s second generation, and their children are seen as the third generation. In addition, an ethnic Chinese born and raised in Indonesia, Susilo expanded his businesses globally, and made social contributions in countries including Indonesia, China, Singapore and America. This case aims to discuss three levels of interrelated issues: the moral leadership of Susilo, family business management, and ethics in an economic system. When talking about the family, Susilo is the spiritual leader, motivating about 100 family members to build, maintain and develop a culture of prosperity and harmony. At the firm level, Susilo has always been scrupulously honest in his dealings, winning the trust of his partners, and leading the company to achieve sustainable development into a corporate group; he has also created value for the other parties in the industrial chain, achieving development with a win-win strategy. At the society level, he also regularly donates to community, environmental and education projects, and more importantly, encourages his family members to be responsible to society as well. However, when the second generation retires and the third generation takes over, Sekar Group faces the challenge of ensuring lasting success. First, who will be the new leader of the third generation, and what should be done so that the third generation is sincerely convinced of the new leader? Second, as most of the third generation have mostly grown up in different family backgrounds and been educated in Western countries, will they make a good team and be able to work together in harmony? Third, apart from the transfer of equity and management rights, how can Susilo's long-held ethics in doing business be passed down and maintained by the younger generations?