Collaborative Leadership in Nepal’s Automobile Industry

Why do we need multiple organisations representing the same issues and the same people largely? This was a question on several minds when the Nepal Automobile Importers and Manufacturers Association was formed. It was the same when the Confederation of Nepalese Industries was formed many years ago. Initially, I also thought that perhaps it was a situation where leaders find it hard to let go and thus create a different organisation to give continuity to their voice and agenda. But I learnt different. It is not as much about the individual as it is about fostering innovation, broader representation and engagement. When the same issue is addressed with different strategic approach and efficiency the opportunity to create efficient outcomes increases manifold. It also allows strengthened focus on advocacy for policy change while allowing organisations to collaborate and share strength and resources. 

Leading into the future in the dynamic environment we find ourselves in today requires transformation in leadership thinking that is quick to reflect, reconsider and restructure approach to problem-solving. With increased competition, constant regulatory changes, geopolitical and economic shifts, Nepal needs people in the private sector to not simply think about their individual businesses but to think collaboratively as a sector for better national outcomes. 

There is no room for complacency in today’s world and the greatest danger in working in these changing times is to function with yesterday’s logic. Richard Branson once said – ‘It is no secret that business is about people, people and people’; this means that the leader today needs to be equipped to deal with the tangible and intangible in organisational function, in the same breath.

While establishing the legitimacy of a new organisation like NAIMA, it is important to have a richer understanding of the role and function of NADA Automobiles Association of Nepal which was established in 1975. If NAIMA functions with emphasis on transparency, accountability, responsibility, technology and innovation, it will soon be able to establish its authority and reputation much as other organisations have been able to do with structured precision and time, while driving Nepal’s mobility future.