KB Story from Nepal; Observations

My personal Observations
Manika Baniya, Regent MBA
(See "A True KB Story from Nepal" for background, below.)


The answer as we see from the above scenario is ‘forgetting the obvious’ only because everyone and everything involved are Christians?

Maybe no check and balance – especially involving the local church at least in the board of the company and meeting once a week, etc.

I think the main issue is also trusting a single person completely and not taking time to check with others, or ignoring feedback. Gita was known to be harsh; in fact on one occasion when I visited the company, she thought I was there to join the company and was really asking me too many questions. But Hema chose to believe in her, blindly giving her all the control. There could have been a few more people responsible for the bank account rather than only Gita and Hema.

But the main important issue is not involving the main employees in the main business. Unless we do do that, a company could fail. If the employees were given the kind of confidence where they can openly share what they feel about the administrator, would the same thing have happened? One thing Hema forgot was that the company was not only hers even though she started it, it belonged to the locals and the employees and they should have been given a chance to voice their opinion from time to time. (But is that possible, or could it have created a chaotic working environment?)

Hema knew other local business people who were Christians and were in fact very successful in Nepal. But they were never told her plans and even consulted once during this whole period. They were veterans who had been running businesses for the past 20 years.