Growing family businesses
The family businesses that survive are those that knew how to establish a management mechanism and succession. Its growth has been intuitive, given by the creator’s vision and family continuity is achieved through a distribution of roles.
They have a particular energy perhaps due to the internal fire of their founder in the fight to create it and grow.
They consult for various reasons:
-They bill, they deliver, but they feel disorganized.
-They need to become professional to keep up with the times.
-They do everything and feel overwhelmed.
-There are companies where differences arise between parents, children, spouses, with different points of view about how to run the company. The latter, from my point of view, are the ones that have the most difficulty charting a path of growth. There are divergences, emotions and disagreements that get in the way.
Companies where children with new knowledge, sometimes for the sole reason of being young with new ideas and in other cases with university degrees, begin to pour it into the company are very rewarding. These are the ones that create a synergy between the mind of the creator and the new fundamental knowledge so that the company continues to grow with a level of performance.
The first, those family businesses that, although they generate economic value, are overwhelmed, are easy to direct since there are three or four key steps for them to achieve their objectives and it lies in knowing how to assemble teams, have management systems, suitable people in key positions, go towards standardization through standards and procedures that always order, taking care of income, expenditure administration, marketing and positioning. In these I recommend putting together a more strategic team that learns to measure their management and focus on the key points. Of course, sometimes they are few and they do everything, however in my experience you learn to restructure, so as not to go crazy, in a different and more effective system, working in management teams, training middle managers or managers depending on the size of the company and the people who run the company to jump to another level of management and ultimately live better.
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by CEDOC