Is the sustenance of resilient corporate structures backed by individualism or synergy? While some businesses prefer to operate under individualistic leadership, others thrive in a framework of synergistic exchange. In the context of the Nepalese society, most SMEs, family-run generational businesses, startups, privately-owned companies etc, have flourished under a more individualistic approach to leadership, where a single person bears the authoritative responsibility of undertaking important decisions, that is later communicated top-down to other levels of management, without consultation.
However, in a business ecosystem that’s rapidly evolving to incorporate newer ways of doing things, sometimes to a level where they seem to dismantle the very idea of traditional organizational structure; synergy or a systems approach, seems to be the popular vote of choice.
Movers and Shakers, in comparison to other venture building holdings, has particularly benefited from the synergy of having all their verticals in the same space, which is further supported by a centralized administrative, operational and financial department; but most importantly the vibrant interaction of people from a dynamically young age group with core competencies, proficiency,enthusiasm and varied skill sets in their own fields.In fact, one of the primary contributing factors for Movers and Shakers expansion from operating a digital video production company to encompassing 14 sector agnostic interventions under their wing, in a time span of 5 years, was a gradual build up of synergistic momentum across their overall systems.
With the leverage potential to use the branding influence of MnS VMag to promote their remaining verticals, to initiating Nepal’s first ever influencer marketing company like Uptrendly, Movers and Shakers has utilized their cross sectoral networking advantage to the fullest. Under even greater scrutiny, what is the likelihood that a startup like Foodmario, Metrotarkari and Omaago would pick up momentum in a beginner level economic ecosystem like Kathmandu, in complete isolation? How about the probability of initiatives like Color Republic and Imagine Nepal garnering such widespread acceptance from the youth and the corporate crowd of Nepal, had it not been interlinked with the brand image of MnS? In the economic age of ever surmounting tech and AI disruption, how difficult would it be for small businesses, startups and SMEs to find the right tech consulting and innovation partner, in the absence of companies like Orange?
All the independent vertical companies of Movers and Shakers have significantly reaped the maximum benefit of working in synergy with their counterparts to increase the productivity of their intervention; in the form of networking, marketing, branding, media representation, publication, tech consultation, financial sufficiency, human capital, organizational support, proper cross-functional collaboration, risk management, teamwork, knowledge management and good vertical communication. The conglomeration of such positively stimulating and balanced work atmosphere is virtually impossible in an individualistic organizational setup, thereby causing the likelihood of startup failure or demotivation.
Lastly, even though the success and failure of businesses worldwide is rooted in a vast array of dysfunctional internal problems and external market ecosystems, how would you personally scrutinize the Nepalese scenario for startup growth? What is the right approach for leadership and management? Would you be courageous enough to single handedly ideate and manage your company from scratch? Or do you believe in the power of synergy and its potential to positively influence your business in the longer term, on a sustainable manner? Let us know what you think!