1.
Comprehensive decision-making structure
Comprehensive decision-making structure
Benchmarking on criteria such as customer service,
driver safety and logistical performance is the pretext to effective strategic
planning for the long term, Dan explains. “We have to continuously try to stay
on top of our game, reaching out, looking at new ways that will keep us
relevant in this industry,” he adds.
driver safety and logistical performance is the pretext to effective strategic
planning for the long term, Dan explains. “We have to continuously try to stay
on top of our game, reaching out, looking at new ways that will keep us
relevant in this industry,” he adds.
Responding to a dramatic shift where the independent
contractor proportion of the fleet had grown from less than 20 percent to more
than 60 percent in four years, the company recently started its Drive Life
initiative in part to reduce turnover
contractor proportion of the fleet had grown from less than 20 percent to more
than 60 percent in four years, the company recently started its Drive Life
initiative in part to reduce turnover
among drivers. The program grew out of
semi-annual summit of the company’s executive committee where they focus on
creating a driver-friendly culture by empowering managers to give their drivers
the best possible professional environment for success, free of frustrations
and uncertainties about the company’s expectations. For every manager at
England, the Drive Life template encourage creativity and flexibility in
decision that focus on four objectives: financial security for the company and
employee; career opportunities and potential for advancement at the company; a
safe, high-quality work environment; and an effective training program
dedicated to providing quality instruction for future drivers.
2.
Long-term orientation
Long-term orientation
Most successful firm balance immediate needs with a
long-term perspective. England champions a patient management philosophy,
according to Dean, where short-term profits aren’t excessively emphasized and
where the strategic focus is more long-term. “We cannot act like a Wall Street
publicly owned firm that looks first at what the next quarter’s bottom line
will be,” he says, pointing in his office to photos of his grandchildren, the
potential fifth-generation steward of the family business.
long-term perspective. England champions a patient management philosophy,
according to Dean, where short-term profits aren’t excessively emphasized and
where the strategic focus is more long-term. “We cannot act like a Wall Street
publicly owned firm that looks first at what the next quarter’s bottom line
will be,” he says, pointing in his office to photos of his grandchildren, the
potential fifth-generation steward of the family business.
But the notion of including non-family is reflected in
the company’s organizational chart, which resembles that of any successful
conventional large firm. This culture of inclusion is key to ensuring that
non-family managers and executives play just as important a role as family
members do in cultivating a long-term orientation, Dan explains. “There certainly
is the occasional temptation to decide what’s best for the family over what’s
best for the company,” he says. “However, ultimately, what’s the best decision
for the company is what will be in the interest for the family.”
the company’s organizational chart, which resembles that of any successful
conventional large firm. This culture of inclusion is key to ensuring that
non-family managers and executives play just as important a role as family
members do in cultivating a long-term orientation, Dan explains. “There certainly
is the occasional temptation to decide what’s best for the family over what’s
best for the company,” he says. “However, ultimately, what’s the best decision
for the company is what will be in the interest for the family.”
3.
The right capital mix
The right capital mix
Unlike many family firms, the England brothers put a
premium value on work experience and education outside the industry for family
and non-family employees alike. Before joining the business in 1977, Dan worked
as an attorney after spending more than two years on a church mission in
Germany. “It was immensely important to see how others make decisions and take
risks, “he explains, adding that family members can join the company only after
working elsewhere for at least two years.
premium value on work experience and education outside the industry for family
and non-family employees alike. Before joining the business in 1977, Dan worked
as an attorney after spending more than two years on a church mission in
Germany. “It was immensely important to see how others make decisions and take
risks, “he explains, adding that family members can join the company only after
working elsewhere for at least two years.
Dean agrees, adding that the best possible way for the
company to sustain and enhance its entrepreneurial capacity is to effectively
integrate family and non-family talent and resources. “Our policy and rules
make it clear that continuous employment is earned, not a birthright, “he says.
“We’ve ensured that our pay, benefits and performance standards are equal for
every employee.”
company to sustain and enhance its entrepreneurial capacity is to effectively
integrate family and non-family talent and resources. “Our policy and rules
make it clear that continuous employment is earned, not a birthright, “he says.
“We’ve ensured that our pay, benefits and performance standards are equal for
every employee.”
The company’s recently adopted long-term plan for
succession in executive leadership also reflects other important criteria, such
as whether the presence of specific family members enhances or constrains the
performance of individual company units.
succession in executive leadership also reflects other important criteria, such
as whether the presence of specific family members enhances or constrains the
performance of individual company units.
4. Organizational culture of professionalism
Dan and Dean are acutely
aware of the problems of nepotism; entrenched, ineffective manager; and
predatory managers who do not share the family’s altruistic perspective. They
believe in the same of formal monitoring, governance, checks and balances, and
controls found in the most successful Fortune 500 firms.
aware of the problems of nepotism; entrenched, ineffective manager; and
predatory managers who do not share the family’s altruistic perspective. They
believe in the same of formal monitoring, governance, checks and balances, and
controls found in the most successful Fortune 500 firms.
Six of the 20 executive
committee members are family and all must hold at least a bachelor’s degree and
have outside work experience. “Our family is very large, so we want to ensure
that our best non-family performers never feel threatened by the presence of
family members,” Dean explains. “And, we’ve especially those who have a good
grasp on the latest technology trends.”
committee members are family and all must hold at least a bachelor’s degree and
have outside work experience. “Our family is very large, so we want to ensure
that our best non-family performers never feel threatened by the presence of
family members,” Dean explains. “And, we’ve especially those who have a good
grasp on the latest technology trends.”
5.
Sustained family harmony
Sustained family harmony
As evidence of how long family and business have been
inextricably intertwined, Dean recalls the theory of his grandfather building a
shelf out of boxes that extended out from the seat in the truck cab. The
purpose was to allow his father (Gene) and uncle (Bill) to take naps whenever
they went along for the long runs to Wyoming during the summer. As the business
grew, younger members of the family spent their summer vacations practicing
what they learned from their older relatives.
inextricably intertwined, Dean recalls the theory of his grandfather building a
shelf out of boxes that extended out from the seat in the truck cab. The
purpose was to allow his father (Gene) and uncle (Bill) to take naps whenever
they went along for the long runs to Wyoming during the summer. As the business
grew, younger members of the family spent their summer vacations practicing
what they learned from their older relatives.
Like their grandfather, father and uncle, Dean and
Dan, who hold commercial driver’s licenses, know what it is to be a trucker
first and a corporate executive second. Always aware of their upbringing, they
look for ways to extend those family values of integrity, an honest agreement
and good service, from ensuring that company trucks are clean and freshly
painted to maintaining their reputation for safety and quality of operating
equipment and to launching the company’s Drive Life initiate. “It is about
taking control of your own destiny.” Dan explains. “It’s helping us develop our
culture to be more driver-friendly, both on the part of drivers and non-drivers,
and for all our employees to take control of their lives, get things done and
be successful.”
Dan, who hold commercial driver’s licenses, know what it is to be a trucker
first and a corporate executive second. Always aware of their upbringing, they
look for ways to extend those family values of integrity, an honest agreement
and good service, from ensuring that company trucks are clean and freshly
painted to maintaining their reputation for safety and quality of operating
equipment and to launching the company’s Drive Life initiate. “It is about
taking control of your own destiny.” Dan explains. “It’s helping us develop our
culture to be more driver-friendly, both on the part of drivers and non-drivers,
and for all our employees to take control of their lives, get things done and
be successful.”
References
Akpomi, M.E. (2009) Achieving millennium development goals (MDGs) through
teaching Entrepreneurial education in Nigeria Higher Education Institution
(HEIs) European Journal of social sciences, Vol. 8, No. 1 pp 152 – 159.
teaching Entrepreneurial education in Nigeria Higher Education Institution
(HEIs) European Journal of social sciences, Vol. 8, No. 1 pp 152 – 159.
Aladekomo F.O. (2004) Nigeria educational policy and Entrepreneurial Journal
of social science, Vol. 9, No. 2 pp 75-8.
of social science, Vol. 9, No. 2 pp 75-8.
Dabalen, A., Oni, B. and Adekola, D. A. (2000), Labour Market: Prospectus of University Graduates in
Nigeria. A Background Study conducted to inform the design of the Nigeria
University System Innovation Project. Retrieved from http://siteresource.worldbank.org
on 22nd February, 2009.
Nigeria. A Background Study conducted to inform the design of the Nigeria
University System Innovation Project. Retrieved from http://siteresource.worldbank.org
on 22nd February, 2009.