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When Frederick Chavalit Tsao shared the chief executive role with his father it was a trying experience.

¡°There were two chopsticks in the same rice bowl,¡± he says, recalling the five years in the 1990s when father and son shared the executive suite at the family¡¯s Singapore-based IMC Group shipping company.

Only after his father finally stepped aside in 1995 ¨C when Mr Tsao bought him out ¨C did the younger man manage to get full control of the business, an industrial conglomerate that traces its roots back to the founding of a shipping concern amid the turmoil of the Chinese civil war in 1949.

In the end Mr Tsao¡¯s family made a relatively smooth transition from one generation to the next. Yet his case is a rare success story. Dozens of large family-controlled businesses across Asia face the prospect of potentially awkward or disruptive successions as their founders, many of them a generation above Mr Tsao, 55, hit old age.

Many companies ¨C especially those controlled by Chinese families ¨C have put off thoughts about succession, experts say, because of deep-rooted taboos associated with patriarchy, as well as the difficulty of combining sharing the family spoils among multiple children while maintaining business continuity.

¡°The patriarch normally wants to stay behind the steering-wheel until his last day. He can¡¯t let go,¡± says Richard Wee, chief executive of the Singapore office of Lombard Odier, a private bank based in Switzerland.

Family-controlled businesses are predominant in Asia, making succession a systemically important issue. They account for about half of all listed companies and 32 per cent of total market capitalisation across 10 Asian countries, according to Credit Suisse.

¡°Succession can be a systemic risk to a country or region if big businesses are under transition around the same time,¡± says Joseph Fan, departmental professor at the Chinese University of Hong Kong. ¡°This is the case in Hong Kong and other emerging markets where tycoons are fading away.¡±

Shareholders can also be hurt where tycoons leave succession to the last minute ¨C or to surprise disclosures in their will. £¨±¾ÎÄÑ¡×Ô FTÖÐÎÄÍø2012Äê08ÔÂ13ÈÕµÄÐÂÎű¨µÀ Succession not just family affair in Asia ·­Òë˶ʿÕæÌâÍø×¢£©

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This year has been an unusual one in China’s development. China’s new central leadership has put forward the Chinese dream of realizing the great renewal of the Chinese nation. And it is leading the 1.3 billion Chinese people in an endeavor to fulfill two centenary goals, namely, to finish building a society of initial prosperity in all respects by 2020 and to turn China into a modern socialist country by the mid-21st century. Having experienced profound changes in the past five thousand years and especially turbulence and rejuvenation in the past century, China has reached a new historical starting point today.

What development path will China take in the future? What domestic and foreign policies will it pursue? And what kind of international role will it play? I understand these questions are of great interest to the international community. As the foreign minister of the new Chinese government, I wish to answer them solemnly:

China will stay firmly on the path of peaceful development. As China has enjoyed fast development over the years, some people are concerned that China may repeat the beaten track that a country will inevitably become arrogant and seek hegemony when it grows in strength and becomes powerful; and various versions of China threat have surfaced. However, what happened in the past cannot be applied indiscriminately to today’s China. The outdated Cold-War mentality has no place in the new era of globalization. The Chinese nation loves peace and the Chinese culture values harmony. In history, what the Chinese pursued was international exchanges and trade, not foreign aggression and expansion, and what guided them was patriotism to defend the nation, not colonialism to occupy new territories.

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