El documento presenta un resumen de un proyecto de negocio familiar llamado Empowerment Ltd. En 3 oraciones o menos:
La empresa familiar tiene 6 miembros que trabajan en el negocio de servicios. Se analizan los modelos de genograma, tres círculos y desarrollo de Gersick para evaluar la estructura familiar y de negocio. Adicionalmente, se aplicó un cuestionario online para diagnosticar 5 áreas clave y proponer mejoras como la creación de una junta directiva y un plan de sucesión.
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Leadership in the Family Business
Project
Username: Marbri1
Maribel Britton Gonzalez
Marbri.salon@gmail.com
2020
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Table of Contents
1. Family Business Information................................................................................................ 3
2. Genogram, Three-Circle model, Gersick’s Development model.......................................... 4
3. Structural Model Analysis. ...................................................................................................... 6
4. Result of the online questionnaire (results included in Appendix 1). .................................. 7
5. Proposal for Improvement (Recommendations).................................................................... 8
Appendix 1. Questionnaire of Family Business.......................................................................... 9
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1. Family Business Information.
Business Name: Empowerment Ltd.
Sector: Service
Size: Father, mother, 2 sons and 2 daughters (6 family members).
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2. Genogram, Three-Circle model, Gersick’s Development model.
Notes: (Men are squares and woman in the circles).
Blue shades mean they work at the company.
The numbers in the squares or circles are ages.
4
In the Family Dimension, the stage of development is a young family business, almost in the phase
of inclusion of the first son (21 years). He is looking forward to take part in the family business.
Belinda
45
Sigifred
49
10 81921
Ownership Business
Family
5
6
7
1
23
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In the Business Dimension, the manager and owner have the start up. Majority ownership of the
company is by the founder, low degree of organization, the desire of the achievement of the best
possible result.
In the Ownership Dimension, fail to consider the family role and responsibility, it reach the stage
of controlling owner where the largest number of shares are in the hands of the founder and later
generations successors, and that individually-rarely at two owners such as spouse.
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3. Structural Model Analysis.
(Family Complexity +Business Complexity) – Structure Development = Structural Risk
Family complexities depend on the number and quality of interactions among family members in
a family.
Family Complexity, has 6 members, is a low family complexity.
Business Complexity, the business has ahigh complexity wich it has two branches, a coordinator
on each branch and over 100 employees.
Structure Development, it has low structure development, there is no board of director, no
executive committee, no professionalism of practices, no information structuring.
((Low) Fam. Complexity+(high)Business Complexity)-(low)structure development
=(high)structural Risk.
Family Complexity Level
Model Captain: Simply family, few members in the business, usually fast generation.
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4. Result of the online questionnaire (results included in Appendix 1).
Recommendation for each of the five-diagnostic variable:
Strategy: In first place is necessary to make a formal strategy plan for short, medium terms.
Objectives, focusing on short term objectives, after doing a investigation and analysis.
Leadership: A good leader helps the family stay in control. Good governance practices can help
manage this, the leader need to establish a framework formal business decision-making and
management practices. Mr. Sigfred as a manager or leader need to include his two sons in the
business, because succession is one of the biggest threats to the ongoing operation of the family
busines. He needs to adopt a structured approach to succession.
Innovation: Innovation activities should be driven by external managers or the entrepreneurial
family. Is necessary to use functional organization structure with greater decision autonomy and
more incentive.
Institutionalization: The family business needs institutionalization to be manage in the best way
and to ensure continuity.
The mission and vision should be determined by all employees and the business should have a
strategic management plan.
Create the family constitution and the family council or assembly.
Create a board of directors, is an especially important structure for the institutionalization, create
a management development team.
Develop the structure and frequency of meetings. Write rules, policies, and procedures.
Create a family board.
Continuity: Is necessary a development plan for succession. The manager, owner (father) needs
to introduce his children and family into the family business.
Having the board, they would develop or approve the strategic plan, and prepares the leadership
continuity plan and contingency plan.
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5. Proposal for Improvement (Recommendations).
Prediction of the family business model in which it will involve: the family business will
involve in the Professional Family model, wich is a simple family in a complex business and
managed professionally with a well-developed structure.
Two (2) Recommendation for developing the next generation:
- Form a solid structure with family board, board of directors, executive committees,
enabling the business governance and facilitating the transition.
- Professionalize the business considering the strategy, efficiency, improved processes, and
accounting and administrative orders.
One (1) Recommendation for forming the family board or the board of directors as deemed
necessary:
The board should have a majority of external board members and a small number of family
representatives. Find experienced external members with diverse perspectives.