“Family” does not protect you against crisis. Our E3 resilience formula does, though. Because in applying it, families are acting rather than reacting.
Struktur Management Partner has analysed its experiences gained in the course of hundreds of difficult projects, and worked out what it is that increases the resilience, i.e. resistance and future viability of family businesses. We have found that companies with an optimised power structure between family and company are particularly resilient and able to operate successfully. Vision helps.
How resilient is your alliance of owner family and family business?
Our assessments give owner families numerous recommendations for action, as well as providing them with relevant, solid key figures for the establishment and control of an effective family, resilience (or crisis) and corporate management strategy.
We take a close look at the structures and processes in the owner family, in the company, and between the two – structures and processes that both create and safeguard the resilience and future viability of this alliance.
With the E3 resilience cycle, members of owner families, both (operationally) active and non-active shareholders and the next generation have a methodology at their disposal for the optimum alignment of the alliance of owner family and family business. But addressing these issues can also help advisory boards, lawyers, auditors and tax advisers who, as confidants of the owner family, are often involved in conflict and crisis management.
The E3 resilience cycle shows why and how a clearly modulated power and group balance logic can make family and company better able to act and thus more resilient. Asset- and pension-related matters are dealt with in a carefully balanced and considered way, as are investment and debt issues. Questions about the right business model approach, the right leadership, and the right organisational and process landscapes are also clarified.
From the many successful projects we have carried out over the years, we know that one pattern in particular always has adverse effects:
when the interplay of ownership, influence and decision-making power (E3) is unbalanced or not institutionally regulated. In this situation, non-”constructive” conflicts are inevitable. Over time, these cause or exacerbate crises in the family business.
We thus recommend that owner interests, opportunities to exert influence and holders of (operational) decision-making powers