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Real Business Incubators – How Australian Indigenous PBC’s can stimulate economic development

Business incubation was a concept that started in the United States in 1959 when the Batavia Industrial Centre was opened. Incubation expanded in the US and spread to the UK, then Europe. The following graphic shows a “potted history” of business incubation. real business development In Australia, business incubation was supported by governments in the 1990’s but since then, the term has been somewhat debased by “fashion” and carpet-bagger consultants trying to ride a catchy phrase transformed it to become an offering of its parts rather than as a total concept. Hence many consultants now offer “Business Incubation services” to Indigenous organisations, to the extent that in Indigenous organisations today the term “Business Incubation” means to offer community members some form of support to help them start business, whether this be micro-financing, business planning services, or book-keeping services. While these individual services can help Indigenous small business owners, taken as individual services they cannot holistically help develop a start up business invariably conceived by someone in the community who is starting up from ground zero. Business services provided singly do not provide the support and tailored tutoring and mentorship to ensure the business aspirants are taken on the whole journey of business start-up and establishment. What is an aspirant going to...
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New Look Website

OTS Management has gone through some subtle changes recently, in particular, realising that the company's brand is changing. No, not in the things that are in our DNA - our values and service culture will never change. We continue to break our backs to give you the outcomes you need in all our assignments, we continue to act with empathy and understand and respect Indigenous culture, we continue to understand that our work bridges Two Worlds. What has subtly changed is that we realise our work is more and more centred around the skill and capacities of Teik Oh.
teik-oh
Our service offering is now based on Teik's experience in working with some of the most successful Native Title PBC's, claimant groups, and Indigenous social enterprises. Teik's service offering is to Guide, help Plan, and Facilitate the growth and development of Indigenous organisations across Two Worlds by listening then using his commercial experience and B2B networks to help the client. In reflecting these developments OTS Management have revamped the website at www.otsmanagement.com.au and we invite you to have a look at it and tell us what you think....
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Structuring Australian Indigenous Business Groups

stucturing Australian Indigenous enterprises can be categorised into three main categories:-
  1. Those owned and operated by Indigenous individuals or “nuclear” families where profits may be distributed to individuals;
  2. Those owned and operated by Indigenous “communities” or larger Indigenous cultural family groups that are operated for the benefit of the whole group and do not result in distributions of profit to individuals; and
  3. Those owned and operated by Indigenous corporate and service entities and Native Title Prescribed Bodies Corporate where profits may be distributed back to that particular corporation or service entity or its constituent corporate members such as the previously mentioned “communities”.
The second and third categories may be described as “social enterprises” or “social ventures” whether there is an intention to make a profit as a business, or whether the enterprise is a not-for-profit community service-delivery organisation. This discussion deals with the structuring of the second and third categories. The first category is clearly a private individual business model and structuring for that category will depend on normal commercial considerations as normally applying to small business, including the application of tax. The second and third categories are more like a combination of community organisations (that happen to run...
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The challenge of merging two corporate cultures

teik oh oldTeik Oh The most challenging change management initiative is the proper management of a successful merger between two organisations. While the actual steps and processes in themselves are not uniquely different or any more complex than any other business reorganisation, the cultural environment in which a merger takes place creates a very different situation. Unlike any other change management engagement where disparate groups at least work under one singularly identifiable organisation, a merger brings together two totally unique groups with different core values and working environments that need to go through the same change and emerge united. In a merger, while there are usually areas of “fit”, it is unlikely that the deeper indicators of corporate culture such as corporate history and corporate experience will have any but the most remote of matches. Mergers and acquisition transactions are usually entered into to gain advantages yet the vast majority of these transactions are done with scant thought on how best to maintain the strengths of both parties and indeed to use them to synthesise greater strengths. Accounting models are not the best indicators for merger success; in a merger 2 plus 2 rarely equals 4. The prime...
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