"Evolución Empresarial: Sostenibilidad Responsable" | Franz Molina Conzelmann | TEDxUPDS Tarija

Early Memories and Introduction to Singani

• One of the earliest memories was of being in the family wine cellar's distillation room with his father, where he first experienced the strong smell of wine being distilled into singani, which he believes was the first aroma he ever smelled in his life (22s).
• The second memory was visual, seeing the large copper stills in the distillation room, which seemed even bigger to him as a child (36s).
• The third memory was auditory, listening to his father talk to the distillers about the importance of patience and commitment in their work, words that he didn't fully understand at the time but now realizes are connected to the concept of sustainability (49s).

Sustainability: Definition and Challenges

• The concept of sustainability was first used in the United Nations' 1987 report "Our Common Future" by the Bruntland Commission (1m35s).
• Today, the United Nations has 17 Sustainable Development Goals (SDGs) that unfortunately are not being met, highlighting the importance of individual contributions to sustainability (1m51s).
• Sustainability is a profound change in cultural, economic, environmental, social, and familial aspects, aiming to satisfy current needs without compromising the needs of future generations (2m34s).
• Sustainability is often confused with sustentability, but it is a more complex and integral concept that goes beyond sustentability (3m7s).
• According to a Swiss research institute, 78% of young people today are committed to sustainability, but only 30% believe it can be achieved, which is a concerning statistic that requires action (3m28s).
• There are three main challenges to sustainability: financial, social, and generational, which must be addressed in order to achieve sustainability (3m47s).
• Financial sustainability is crucial, as a company cannot survive if it is not economically viable, but sustainability goes beyond economic considerations and involves being responsible to society, family, friends, region, and the planet (4m4s).
• Social sustainability involves contributing to one's team, region, and the environment, and is an essential aspect of overall sustainability (4m56s).

Company's Sustainability Journey

• In 2014, the company was forced to take action due to necessity, which marked the beginning of their sustainability journey (5m14s).
• Implementing sustainability was initially driven by necessity, as the company needed to grow and faced challenges such as a lack of water and proper waste treatment, but this led to innovation and the use of technology as a tool for sustainability (5m24s).
• The company was able to solve its water problem and became 96% water-efficient from 2014 to 2024 by identifying critical processes and implementing efficient solutions (6m31s).
• The company's second major problem was the treatment of a highly contaminating waste called vinaza, which was solved by establishing a treatment plant and converting the waste into a useful input, such as fertilizer (7m7s).
• Sustainability is not just about being environmentally friendly, but also about giving back more than what is taken, in all aspects, including social, family, and cultural (8m27s).

Sustainability in Family Businesses

• The concept of sustainability is particularly relevant to family-owned businesses, which make up a significant portion of companies in South America, with 90% of businesses in the region being family-owned (9m6s).
• The challenges of sustainability in family-owned businesses can be grouped into three categories, with the most difficult and emotional challenge being the transmission of values from one generation to the next (9m52s).
• As a leader, it is essential to transmit the values received from previous generations, while also addressing the challenges of sustainability and ensuring the long-term success of the business (10m8s).
• The challenge of transmitting values and culture to the next generation in a family business is significant, as it's like having a fishbowl where everyone swims in the same water and shares the same values and mentality (10m13s).
• Family businesses have many competitive advantages, including flexibility, proactivity, and the ability to receive wisdom from previous generations, making them more resilient and successful (10m41s).
• Inheriting a family business is not just about economic success, but also about the experience of listening to stories and learning from previous generations, which creates a sense of responsibility and moral obligation to continue the business (11m12s).
• The difference between being a "heredero" (heir) and a "sucesor" (successor) lies in the fact that a successor takes ownership of the business and builds upon the foundation laid by previous generations, rather than just inheriting it (11m32s).
• Working with family in a business can be challenging, as it involves not only inheriting economic assets but also socio-emotional assets, and not everyone may share the same values or vision (12m23s).
• Statistics show that 60% of businesses disappear in the second generation, and over 92% in the third generation, due to the lack of focus on sustainability and the challenges of managing family dynamics (12m52s).

Leadership in Family Businesses

• Leading a family business requires a unique type of leadership that involves managing conflicts, emotions, and values, which can be difficult to control but also provides many competitive advantages (13m30s).
• The values and emotions that come with leading a family business are deeply ingrained, and leaders must navigate these complexities while also leading their team and making decisions for the business (13m59s).
• Traditional leadership models, such as the hierarchical pyramid, may not be effective in today's competitive business environment, and leaders must adapt to new models that encourage collaboration and idea generation (14m20s).
• To achieve sustainability, one must be able to adapt, as those who do not adapt will disappear, and this is especially challenging in family businesses where emotional issues must be considered (14m44s).
• A transformational model is being used, which is often mistaken for a horizontal model, but it is not, as it has a leader who must guide, teach, support, and delegate, rather than being a traditional boss (15m7s).
• The traditional pyramidal model no longer works in many areas, as even the most brilliant individual cannot compete with companies that use modern tools, so leaders must work with their teams, lead, support, and empower them (15m30s).
• Empowering team members is achieved by teaching and giving them the tools they need, as well as showing them objectives and results, which is an important model to consider, especially for family businesses (15m59s).
• Family businesses must take into account generational sustainability, as 92% of them disappear due to their inability to adapt, and adapting requires humility, as one must acknowledge and learn from mistakes (16m25s).
• Changing the structure of a family business can be difficult, as they are often set in their ways and comfortable with their current habits, but change can be achieved with intelligence and patience (16m40s).
• It is essential to address fear and conflict, as they are opportunities for growth and are a natural part of being sustainable, and leaders must learn to manage these emotions rationally and explain the company's values to their team (17m18s).
• Sustainability is not just about reducing costs, but also about having a team with values, a long-term vision, and a focus on the human factor, which can lead to finding new market niches and being more competitive (18m10s).

Sustainability in Developing Countries and Conclusion

• In underdeveloped countries, being sustainable is a voluntary decision, as there is no regulation that obliges companies to do so, but it is essential to set an example and encourage others to follow, as this can lead to capturing and maintaining creativity (18m40s).
• Creativity is also about being sustainable, and this concept is crucial in concluding the discussion on responsible business evolution (19m15s).
• A quote from Manuel Bermejo, an expert in family businesses, highlights that few challenges are as exciting and noble as building the continuity of a family business (19m20s).
• The goal of building a sustainable family business is a key aspect of responsible business evolution, emphasizing the importance of continuity (19m27s).
• The speaker's personal experience with their father, who passed down wisdom, passion, and love, played a significant role in shaping their understanding of sustainability (19m36s).
• The importance of learning from past generations and being taught to be sustainable is a vital aspect of responsible business evolution (19m50s).