Syrian Business Directory, Directory of Damascus Chamber of Commerce - How do you develop the path of a well-established company without erasing its heritage and history? By Samer Farouj

The New Ship Captain
How Do You Develop the Path of a Long-Established Company Without Erasing Its Heritage and History?

By Mr. Samer Farouj

Through my 25 years of experience working with long-established food and industrial companies, I have noticed a recurring pattern of challenges faced by new managers.

These are not theoretical tips; they are practical insights drawn from the reality of our local markets.

When you take the helm of a company that has been around for many years, you are not just a new manager—you are the guardian of its legacy and the architect of its future.

In my journey with dozens of long-standing companies, I observed three critical mistakes that determine the fate of new leadership:

Mistake 1: The Old vs. New Dichotomy

Scene: Building a digital team isolated from the company’s veteran experts.
Cost: Internal conflicts and loss of institutional memory.
Practical Solution: Ensure every transformative project is guided by one of the senior experts.

Mistake 2: Rapid Change Without Understanding Company Culture

Scene: Implementing an advanced CRM system for a sales team that has been working with notebooks and mobile phones for 20 years.
Cost: Passive resistance and performance decline.
Practical Solution: A six-month transition period that integrates both the old and new systems.

Mistake 3: Ignoring Historical Relationships

Scene: Replacing a long-standing supplier with the cheapest option offering the best quality.
Cost: A reputation of ingratitude spreads in the market.
Practical Solution: Launch a “Journey Partners” program to turn long-standing suppliers into brand ambassadors.

Experience Summary
Successful leadership in established companies does not mean radical change or total stagnation; rather, it means measured upgrading and keeping pace with change.

During your initial period managing the company, I advise you to:

Dedicate 40% of your time to seriously listening to the company’s veterans without a predetermined agenda.
Form an informal council of 3–5 deeply experienced experts.
Select one developmental project that pairs a senior veteran expert with the new generation.

Remember:
You are not competing with anyone; you are the responsible heir.
The worst assumption you can make is believing that past success was merely by chance.

Samer Farouj
Marketing and Sales Trainer and Consultant