Maturity (parents)

When entrepreneurs drive the company with energy and vitality, the family businesses live exciting periods.

But when entrepreneurs are no longer able to update themselves, the risk is not to give space to innovation and continuity.

Growth (children)

The inheritance is not (only) the transition from one generation to the next.

It is the ability to transfer the entrepreneurial passion and energy to the family members belonging to the new generation.

This has to be done from the earliest years, giving the example and teaching how to make decisions and take risks.

Sharing (siblings, spouses)

Often the heirs are involved in the family business without having actually chosen it.

Sometimes the familiarity is virtuous, other times it is difficult to accept different perspectives: they lead to conflicts not easy to face. The solution is to put the company in the center and defining rules useful to ensure an effective and efficient management.

Managerialization (external)

A Family business that wants to grow and develop, must face the great challenge of growing its skills through the involvement of people who can integrate the family members in roles of responsibility.

This is a delicate moment that risks the creation of tensions and misunderstandings when not understood in its complexity.

Opening of governance and capital

To ensure continuity and development, the family business must be able to grow in professionalization inside its management.

The decision-making processes must be opened to independent directors and to third-party partners: this guarantees a professional confrontation about the company’s governance.

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