To increase the awareness of large-scale companies on value and affiliate management, to emphasize the importance of entrepreneurship stories and to inspire by sharing the lessons that can be learned from these processes.
Lessons for large companies and bosses from entrepreneurial stories that begin with both excitement and disillusionment. My close circle knows how much I encourage people to become entrepreneurs. I constantly support and promote this subject because I understand entrepreneurship’s crucial role in personal lives and the development of society and the country. Of course, sometimes entrepreneurial stories begin with enthusiasm and willingness, while others start with necessity and professional disillusionment. Both scenarios are valuable; ultimately, entrepreneurship is helpful in either case. However, as a management consultant, I will share a story demonstrating how an entrepreneurial life begins by losing valuable aspects of professional life or company-held assets and what lessons companies can learn from this. Recently, I visited a large manufacturing plant, and this visit was inspiring and instructive in many ways, both professionally and personally. I want to share my impressions and thoughts gathered during a meeting with the current General Manager (GM) and the soon-to-be new GM of this company, a client of mine.
The company is a subsidiary of a very large parent company. It became a subsidiary after being acquired by a company it had previously supplied. About ten years ago, the parent company appointed a GM to lead the company, and since then, it has undergone significant transformation and success. They were working with me to define the role and profile of an executive in the expanding structure that resulted from this success. While touring the company’s production facility, I observed how well-organized the physical environment and the management infrastructure were. I saw many tangible indicators of a successful management approach. During my conversation with the current GM, I had the opportunity to listen to the strategies and practices behind this success story. During the conversation, I couldn’t suppress my curiosity and felt compelled to understand why the current GM would leave while everything went well. As far as I understand, the general manager decided to leave the company because he felt that the big company (which bought this subsidiary) did not feel that he was not getting enough support, that he did not feel that the success story, which could serve as an example for other subsidiaries, was not being carried forward to other subsidiaries. 
At this point, the main topic of our conversation focused on how companies manage their subsidiaries. We discussed the deficiencies in creating and disseminating “best-practice” applications for different subsidiaries of large companies. The current GM stated that the company’s success could be an example for other subsidiaries, but the parent company board could have heard him better. This conversation reminded me to rethink the concept of value management in companies. Developing a successful company with professionals and transferring this success story to other subsidiaries is significant financially and in terms of morale and motivation. During the meeting, as I listened to the reasons behind the current CEO’s decision to start his own business, I felt both the pleasure of a great success story and the disillusionment caused by this success story not being sufficiently appreciated. Large companies need to reconsider their strategies regarding subsidiary management and value management. This visit gave me many new ideas on how large-scale companies can manage their subsidiaries more effectively. Companies must find ways to preserve their core competencies while spreading their successful subsidiaries’ knowledge and success stories to others. This not only increases the overall success of the company, but also strengthens employee motivation and commitment.
As a result, it is clear that large companies need to adopt a more proactive and strategic approach to subsidiary management. Value management should be considered not only in terms of financial performance but also in terms of human resources and knowledge management. Companies must make more effort to spread success stories throughout all subsidiaries to increase overall success rather than leaving these stories as mere examples. As someone who encourages entrepreneurship and individuals owning their businesses, I have no choice but to hope that someone leaving professional life to start their own business is making a good decision and setting sail for a better future. I hope this has been the case for him. I wish his business had improved so well in the intervening time that there was no need to return to professional life. On the other hand, since I have seen examples of people breaking away and creating very different stories due to the unnoticed value management in the relationship between large-scale companies and subsidiaries, I believe it’s essential to consider the value management perspective for individuals within companies as well. Another client of mine, currently the market leader in a significant industry in the country, reached this point by starting his own business because the boos of him didn’t support his ideas and aspirations in his previous company. So for bosses or managers who are losing people who want to continue their professional life, these are issues that require them to take a hat in front of their head and think.
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