The FBU Model is a tool capable of making the personal, family and business’ dimensions clear.

It is a simple and effective approach that aims to represent, map and intervene in different dimensions to ensure integration and openness.

The model is composed by four parts: People, Organization, Scope and Numbers. They represent individuals, families and companies in a clear way and they help to achieve results in harmony.


The quality of a family and business system is made by the emotional and social intelligence of those who are part of it.

The quarter dedicated to the People takes into consideration personal, internal and external dynamics, emotions, communication, confrontation and conflicts.

In this dimension we help members of the family and of the company to evaluate and develop their ability in order to manage themselves and their relationships and to create an environment of respect and trust (fundamental elements for sharing goals and roles).

Thanks to the circular dynamics of the FBU Model, the People’s quarter is the one to start from, but it is also the one to come back to be realized in the family and in the company.


The quarter dedicated to organization deals with the definition of the structure. More specifically: roles, responsibilities, rules and methods of coordination.

All this with the aim of making decisions and working in harmony.
In this dimension we make the situation clear and define all the elements of the living and working together.

Furthermore, we work to build rules and structures that allow people to act in a coordinated way.


No person, family or business can be effective if it does not have a specific scope to create value and give meaning to its work. The Scope dimension helps to clarify how the value is created and who will benefit from it.

Speaking about the purpose is important to define roles and relational dynamics: it allows you to look beyond yourself to identify who you choose to serve and how.


You can not manage what you can not measure. Numbers helps to talk about the long, medium and short-term company’s objectives and to share projects and ambitions.

But numbers are also indicators that help measure the performances of individuals and organizations.

Through the numbers, the company monitors its management and the family monitors its heritage, clarifying times and methods to achieve the purpose they have set.

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When the four quarters are coordinated with each other, it means that people are working well together and are pursuing goals of harmony and results, for the family and for the company.

To develop a healthy integration of the quarters, it is important to intervene with a process capable of developing dialogues and confrontations.