shloboe boe
Nqobile Tshili, [email protected]
THE collapse of family-run businesses following the death of their founders has long plagued indigenous Zimbabwean enterprises.
From pre- to post-independence Zimbabwe, successful black-owned companies — particularly in the transport sector — have often crumbled with the passing on of their visionary leaders. Iconic bus companies such as Matambanadzo and Munjenje serve as stark examples of this trend.
This recurring issue raises concerns about the future of emerging local businesses, particularly in construction where new firms have established themselves but face uncertainties about their longevity.
Bulawayo businessman and founder of Asphalt Products, Engineer Francis Mangwendeza, has taken a proactive approach to addressing this issue by conducting research on the succession and continuity of black-owned businesses.
His company, known for its involvement in national infrastructure projects, is spearheading efforts to ensure local enterprises outlive their founders.
“A number of people have started successful firms but many of them fail after the death of the founder.
We’ve seen this in the transport industry where companies like Matambanadzo and Munjenje Bus Services, which were household names, collapsed when their founders passed away,” said Eng Mangwendeza.
He warned that the absence of clear succession plans in black-led construction firms could jeopardise national development goals, particularly Vision 2030, which prioritises infrastructure development.
“Our Government is committed to achieving Vision 2030, with infrastructure development as a key pillar.
Major projects, like the Beitbridge-Harare Road, are being handled by local companies, including five black-owned firms. If these companies fail due to poor succession planning, it could derail our progress towards Vision 2030,” he said.
To address this, Eng Mangwendeza is pursuing a Doctor of Philosophy (PhD) to explore why black-owned companies often collapse after the founder’s death. His research seeks to bridge the gap in literature on this subject, particularly from an African perspective.
“I’m doing a research proposal to address these issues. When I tried to research I found that there were a lot of gaps in literature particularly relating to us as Africans in terms of succession. We have two problems, we have the African cultural aspect, we have the religious aspect and we have the Western cultures that have been imposed on us,” he said.
“You will find that people get confused about whether to apply cultural aspects generally. For example, in our culture, the first-born son often inherits leadership, but this may not always align with business needs. Balancing cultural expectations and competency is critical.”
Eng Mangwendeza said other factors complicate succession such as extended family dynamics, polygamy and divorce, all of which can disrupt business continuity.
He stressed the need to create a framework that integrates positive cultural aspects into effective succession models.
He said countries like the United States of America conducted studies on how families impact business and vice versa but nothing of that nature is of public record in the country.
Eng Mangwendeza said in Africa, families play a significant role in businesses, but this often leads to conflicts.
“As Africans, we exist in an extended family, there’s the uncles and aunties who influence decisions. So that creates a complex set of events that end up with the most suitable technical person not getting the post because of family dynamics that come into play,” he said.
“Therefore, I think we need to have more research on how we can utilise the positive cultural aspects to create a framework where we can use it as a model that any businessman can take up and apply to their own situation.”
Beyond his academic pursuit, Eng Mangwendeza has taken practical steps to ensure his company’s continuity. He has groomed his third-born son, Takudzwa, to lead the business, involving him in the company’s operations from a young age.
“When I started on this journey to try and find a suitable successor, I think I was lucky that one of my sons took an interest in the company. He used to come along when he was about five to six years old,” said Eng Mangwendeza.
“During those days I was trying to build the company. I used to be the accountant, the mechanic, projects manager and supervisor so I used to fix my own plant and equipment and he would join me.”
Eng Mangwendeza said when he started grooming his son, he showed interest. During school holidays, he worked in different departments, learning the business from the ground up.
“In the years I started taking him into the company when schools closed he would spend time in the workshop or even work with the accounts people,” he said.
Takudzwa, who now shares an office with his father at Asphalt Products in Belmont Industrial Area, described the experience as invaluable.
“With my father still around, I’ve had the opportunity to learn directly from him. He’s instilled in me the values of integrity, quality, and decision-making. This hands-on mentorship is different from taking over after someone’s death — it’s about building on a strong foundation,” said Takudzwa.
He added that working in the family business comes with a sense of responsibility and pride.
“This is more than just a paycheck; it’s about the long-term success of our family’s legacy. We’re building something for the future,” he said.–@nqotshili
