Whanau Ora : Report of the Taskforce on Whanau-Centred Initiatives

Whānau Enterprise
2.3.13 Whānau enterprise in agriculture has a long history but more recent entry
into o<strong>the</strong>r types <strong>of</strong> enterprises has also demonstrated whānau potential for
successful entrepreneurship based around whānau resources. Whānau
resources are <strong>of</strong>ten regarded as being handicapped by collective ownership
and being part <strong>of</strong> a heritage that cannot be readily disposed <strong>of</strong>. This is
especially so for land. However, because <strong>the</strong>re is a high level <strong>of</strong> commitment
and attachment to land that is part <strong>of</strong> a hereditary whānau estate, whānau
have an added incentive to establish a business that can bring benefits to
all whānau members and at <strong>the</strong> same time utilise an asset that is owned by
<strong>the</strong> whānau.
2.3.14 Land, however, is not <strong>the</strong> only whānau resource. Culture, environmental
sites, waterways and human capital are also significant sources <strong>of</strong>
wealth, and increasing numbers <strong>of</strong> whānau are converting physical, cultural
and human resources into revenue-generating enterprises. Cultural and
eco-tourism, for example, has developed as an industry where whānau can
participate as whānau bringing <strong>the</strong>ir own experiences, collective strengths
and traditional knowledge to underpin <strong>the</strong> operation. Based on traditional
designs and older ethnic patterns, <strong>the</strong> clothing industry has also benefitted
from whānau participation and whānau have similarly found
fresh opportunities in horticulture and craftsmanship.
2.3.15 Although whānau resources – physical, cultural and human – are <strong>of</strong>ten
evident on <strong>the</strong> input side <strong>of</strong> a business, <strong>the</strong>re has been less evidence that
whānau networks have been fully utilised in promoting business outputs.
Whānau networks are extensive, intersect with o<strong>the</strong>r whānau networks and
<strong>of</strong>ten form <strong>the</strong> basis for community cohesion. There would appear to be
fur<strong>the</strong>r room for developing a whānau dimension to marketing strategies,
largely at informal levels.
2.3.16 While many factors appear to contribute to successful participation in
whānau small to medium enterprises (SMEs), <strong>the</strong> critical ingredient appears
to be <strong>the</strong> determination <strong>of</strong> a whānau to be independent and to exercise in
a practical way <strong>the</strong> spirit <strong>of</strong> connectedness – whanaungatanga. Studies
have shown that a very significant component <strong>of</strong> whānau success in SMEs
is whānau leadership. Leadership <strong>of</strong> this kind is <strong>of</strong>ten hands-on – apart
from assuming managerial roles, whānau leaders involve <strong>the</strong>mselves in all
aspects <strong>of</strong> <strong>the</strong> business and take on wider roles that might sometimes be
construed as governance.
2.3.17 A whānau business brings with it previous associations between whānau
members and has a dynamic that cannot be entirely explained within <strong>the</strong>
model <strong>of</strong> a commercial business. It also has a characteristic ethic that
can be described as an obligation, not only to <strong>the</strong> business but to <strong>the</strong>
maintenance <strong>of</strong> whānau integrity and <strong>the</strong> standing <strong>of</strong> <strong>the</strong> whānau in <strong>the</strong>
wider hapū and iwi communities. The whānau dynamic is central to whānau
aspirations for self-determination and self-management. Without careful
management, <strong>the</strong> dynamic can detract from business goals, but it can also
confer a level <strong>of</strong> flexibility and collective commitment that may not be readily
found in o<strong>the</strong>r business arrangements.
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