Role definition and preparation is a common challenge for families looking to integrate rising family members into the enterprise. Solving this challenge leads to higher rising gen participation and increased in-law engagement within the family. Using competency-based assessments, families can predict the success of family members in specific roles within the enterprise. Join this session to learn how to shift from forced succession to agreed-upon continuity by embracing the natural behaviors and strengths of family members at all ages.
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From risk management to objective perspectives to succession planning, boards are a crucial component to help the family business achieve longevity. Boards serve as a mechanism to clarify the mandates of the family and provide continuity and formal guidance to future generations. During this session, experts will share easy-to-implement governance tactics to sustain family businesses for future generations. Meghan Juday, Chairman of the Board, IDEAL Industries Peter Moustakerski, CEO, FOX
Governance is a word often misunderstood by families and family offices, but it is essential for a long-lasting family legacy. Strong governance establishes a process for decision-making and conformity within a multi-generational family to promote communication and strengthen unity, helping to preserve wealth and solidarity for future generations. Although high-net-worth families and individuals increasingly recognize the importance of instituting formal governance structures, doing so presents a complex task, and it can be difficult to know where to start.
Family governance need not be an oxymoron. A conscious family governance system can help create an efficient and rewarding means of ensuring the family enterprise’s viability for generations to come. Therefore, any family enterprise that seeks to maintain and grow its wealth—financial, human, social, and intellectual—should consider creating a clear system of governance that is well-designed and flexible-but-durable.
Sustaining wealth across multiple generations require more than financial planning. Interrelated and building off one another, 25 non-financial best governance practices have been identified as having a positive impact on the ultimate success of sustaining wealth for enterprise families.
Avoiding the issue of succession planning is much easier than starting a conversation about handing over the reins to other family members. But avoidance does not defer the inevitable, and it puts family harmony and wealth at risk. As patriarchs and matriarchs of wealth families confront the issue of succession planning, there are seven questions families must address if they want to avoid a failed wealth transfer.
Like many families, you may be involved in running businesses or other types of investments together with other family members, but is this necessarily the right choice? Should you consider breaking away and creating your own path. The decision on whether to stick together or unbundle collective assets into separate ownership and investment structures will perhaps be one of the most difficult decisions a family will ever confront. There are advantages and disadvantages to both.
When it comes to reaching your family’s financial objectives and perpetuating its wealth, integrated family wealth planning is critical. A family governance system can significantly facilitate that process. This evergreen guide offers best practices and key elements of an effective family governance system, one that can be instrumental and flexible enough in equipping your family to navigate the challenges associated with family, business, financial, and legacy continuity.
Although high-net-worth families and individuals recognize the importance of instituting formal family governance structures, doing so presents a complex task. For families who are committed to creating a flexible and durable system of governance, the benefits are lasting.