'Futuring'
Business Performance
Business Performance
Define your vision.
For any company, a large part of future success is having a vision for the business and enough flexibility to move with market changes.
Do you have a clear vision? What about you? What are your plans?
Business Performance
Business Performance
Business Performance
Surface options.
We assess strategy, operating state, leadership capabilities, transition readiness to surface options and create viable frameworks, and to identify the outcomes required to turn vision into reality.
Human Factors
Business Performance
Human Factors
Deal with the uncomfortable.
Explore family dynamics and reconcile the inherent competing interests both at the business and family level to identify future leaders, create governance structures to separate family, business and ownership roles, and create development plans for both family and non-family leaders.
Family Enterprise
Critical conversations to transition leadership and ownership over time
Our client is a second-generation family business. Innovativeness has garnered them a stellar reputation and high value relationships marquis clients. Growth and the desire to create a sustainable business has also necessitated bringing non-family partners into the ownership structure to ensure future success.
While the new partners had been brought in, our mandate was to implement more robust business processes and systems, and more importantly, to ensure that everyone understood the unique context in which they operate, found their voice, and had impact. In essence, to create a framework for leadership effectiveness for the new owner group, a mixture of family and non-family members.
The scope of our work included visioning to clarify strategic and personal objectives of family members, implementation of governance structures to enable critical conversations and inclusive decision making and implementing accountability frameworks for the leadership team to encourage active participation in the firm’s stewardship.
More work remains to be done. As trusted advisors we continue to work with the family on its journey. Our role remains to navigate the often-competing interests in the complex family dynamics and the tensions between wanting to divest authority and yet maintain control. With the new partner group, we are there to ensure this next generation of leaders is equipped with the skills and opportunity to actively participate in the creation of a thriving and sustainable business.
