Zong Fuli resigned? This "Wahaha second generation" has frequently changed blood and caused public anger, is it going to repeat the tragedy of "being rich for three generations"?
Zong Fuli resigned, and the road of "second-generation succession" was full of twists and turns
Recently, a news that "Zong Fuli resigned as vice chairman and general manager of Wahaha Group" has sparked heated discussions. As the daughter of Zong Qinghou, the founder of Wahaha, Zong Fuli has always been regarded as a successor by the outside world. However, after taking office, she frequently changed middle and senior management, causing dissatisfaction among employees and doubts from shareholders, and now she has left under pressure.
Zong Fuli took over as vice chairman and general manager of Wahaha in 2017, marking the official launch of the "second-generation succession". However, judging from media reports, he repeatedly "took the knife" against the senior management team during his tenure, causing turmoil. Although these measures have the intention of reform and innovation, they have not won the approval of the majority of the people. Employees complained about the deteriorating working environment, and shareholders worried about the loss caused by poor decision-making, and Zong Fuli chose to retire under double doubts.
Frequent personnel changes reflect the conflict between Zong Fuli and the company. On the one hand, she wants to breathe new life into the family business; On the other hand, she is still young and cannot convince the public. Whether Wahaha can achieve a smooth transition in the post-Zongqing era is a test of the cohesion of this beverage empire.
The difficulty of "succession" is the classic dilemma of the second generation of entrepreneurs
Zong Fuli's case is not an isolated case. In many family businesses, the transfer of power from the founding generation to the "rich second generation" is often full of twists and turns. Although the successor has the impulse to reform, he lacks experience and prestige, which makes it difficult to convince employees and easily create internal confrontation.
More importantly, many "rich second generations" have been clothed and fed since childhood, lacking the experience of entrepreneurship and hardship. After they take over the company, will they be able to continue the dedication and sense of responsibility of their elders? Or is it just a splurge? This is a matter of concern.
Taking Wanda Wang Sicong as an example, the extravagant life of the son of a wealthy man has repeatedly become a hot topic of public opinion, raising doubts about his inheritance ability. In contrast, the low-key and pragmatic "rich second generation" such as Yang Huiyan of Country Garden and Liu Chang of New Hope are undoubtedly more popular.
The future of family business is not just about "three generations of wealth"
In the eyes of many people, "being rich for no more than three generations" has almost become the fate of a family business. The first generation started from scratch, the second generation was well-organized, and the third generation was prone to losers. Of course, there are subjective factors in this, but objectively, the times are changing, the market is changing, and it is not easy to keep the success than to start a business.
In order to succeed the "rich second generation", we must first win the trust of employees and the market. They need to be down-to-earth, forge ahead, and prove themselves with practical actions. Secondly, we must uphold the spirit of innovation and make necessary changes to the enterprise according to the new situation.
At the same time, we should also realize that with the maturity of the professional manager system, family businesses can not only be "internal succession". Through market-oriented selection and recruitment, the introduction of external professionals can also inject new vitality into the enterprise.
The key to the long-term development of a family business is to keep pace with the times and establish a modern enterprise system. The excellence of the creation generation lies in daring to be the first, and the preciousness of the keeper changes with the times. Only in this way can we jump out of the historical cycle of "being rich for three generations".