Strategic Planning for Family-Run Organizations
By Regie Gines
One of the sessions worth attending at the People Management Association of the Philippines’ (PMAP) 58th Annual Conference was the one on how family-owned companies develop their company’s vision and strategies amidst the pandemic.
Gerardo “Jun” Cabochan, founder and Managing Director of Pandayan Bookstore — a 135-retail chain of stores spread across Luzon and Oriental Mindoro, shared about strategies, vision, and challenges when it comes to running his company.
Like most family-run organizations, the challenge for him is turning over the business to his children. Inspired by Schwass’ leadership development process, he cited three important steps for aspiring family business successors to take. First — learn and grow as a person; second — climb the career ladder, learn the ropes; and third — lead business growth.
As Jun sees himself as an HR practitioner and Pandayan as an HR company, he was able to open the company to his children. He shared the following insights:
- Build character and competence
- Balance openness and attraction
- Wait for a favorable emergence
- Allow role exploration and development
- Wish for dream alignment
In building character and competence, Jun sees the value of having frequent table talks, where he allows his children to choose their own dreams. However, he also exposes them to the family business, particularly in sharing its strong values with its employees and its earnest mission to help the community. With the hope that the same passion will be slowly cultivated in his children, Jun does not discount the value of having external consultants who will contribute their technical expertise to the organization.
As the company continues its expansion with the opening of its 135th store in Zaragoza, Nueva Ecija, Jun takes pride in the company’s legacy — Pandayan Bookshop is more than a bookstore; it is a movement.
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About the author:
Regie is a director for recruitment and operations at John Clements Consultants, Inc.
