Revised Feb 2020Originally Published in 2014 -- As the scope of a business-owning family’s activities expand and the family grows across generations, the organic shift from a business-centric family to a family-centric enterprise or “family enterprise” begins. The family is faced with the issue of how to preserve the family wealth and well-being beyond the first generation.
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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.
Research tells us communication is the most essential ingredient for sustaining wealth across generations. But, cross-generational communication can be particularly challenging, especially within families of wealth. Each generation’s habits, beliefs, and ideals were influenced by very different experiences, traditions, and societal norms. So how do families bridge the divide? In a gathering of more than 80 women ranging in age from 21 to 91 at a weekend-long learning event, several insights and recommendations on solving the cross-generational communication emerged.
Explore the good, the bad, and the ugly around succession and generational transitions of power and control within families of wealth. Hear from one Gen 7 family on their recent generational succession, what prompted the transition, and how they navigated the practical and emotional challenges.Nate Imfeld, Attorney, Foley & Lardner, LLPTorri Hawley, Windway Capital, NextGen
What does it mean to be an engaged and responsible beneficiary? We will explore the roles and responsibilities of a trustee, and learn from a father-daughter team about how they make the trustee-beneficiary relationship work. We will understand the roles each party plays and how to effectively approach trust-related communications.Robert Hammett, Vice President, ChiFam LLCStephanie Hammett, ChiFam LLC, NextGenSarah Kerr Severson, Partner, Schiff Hardin, LLC
Traditionally, wealth advisors use a succession planning framework that involves working with the founders to look downstream to the next generation for an effective “passing of the baton” strategy. In contrast, a multi-generational approach encourages each person within the family system to contemplate and share with others where they’ve come from, what they’ve come with, what they wish to pass on, and what they wish to leave behind.
Market research reveals that nearly 70% of intergenerational wealth transfers fail by the third generation and almost 90% by the fourth. These are compelling statistics which have become top of mind concerns for many families as they plan their wealth transition to the next generation. For Australian families, there are three key challenges they face when transitioning wealth. A closer look shows what they are doing to beat the statistics and ultimately succeed, beginning with preserving family harmony and unity.
There’s no denying that the looming transfer of wealth will be great—the largest in history. However, for all the hype and years of coverage, the Great Wealth Transfer is more like the Great Wealth Trickle. Even as a trickle, for wealthy families focused on preserving their legacy over generations, it’s impossible to overstate the importance of effectively transferring wealth and how certain factors can impact the transfer on multiple fronts. Smart families recognize that a proactive approach is essential to a smooth transition.
A high-quality board of directors with a range of talents and experience can be a powerful resource for your company. Taking steps to ensure your board is well-designed, well-informed, and properly engaged will reap significant benefits for your company’s shareholders and management team.