This document discusses succession planning for family businesses. It emphasizes that adequate preparation is key to a successful succession process. Critical milestones include identifying a successor and transferring power and control. Both current leaders and potential successors must ask themselves difficult questions to assess readiness for succession. Advisors can help by clarifying roles and challenging clients to facilitate understanding.
This document provides an overview of social responsibility, ethics, and corporate social responsibility in business. It discusses key concepts such as:
1) Social responsibility means considering human rights and quality of life beyond just profits. Ethics refers to principles of right and wrong.
2) There are differing views on a firm's responsibilities. Friedman argued the sole responsibility is profit maximization, while Carroll proposed four responsibilities: economic, legal, ethical, and discretionary.
3) Stakeholders like customers, employees and communities are impacted by business decisions. Analysis involves identifying primary and secondary stakeholders and how strategies affect them.
The chapter discusses the theoretical foundations and mechanisms of corporate governance, as well as divergent governance models. It outlines the evolution of corporate governance from focusing on agency costs to encompassing stakeholder interests. The chapter also compares theories like agency theory, stewardship theory, and stakeholder theory. Finally, it identifies the obligations of an ideal corporation to society, investors, employees, and customers, as well as managerial obligations.
This document discusses corporate misgovernance and governance issues in India and other countries. It provides examples of corporate scandals in India like the Harshad Mehta case and preferential allotment scam. Examples from the US like the Worldcom and Enron scandals are also mentioned. Reasons for misgovernance like a closed economy and lack of regulatory frameworks are discussed. The document also covers various corporate governance models and theories. It examines the roles, composition and responsibilities of boards of directors. Benefits of good governance and issues regarding boards, disclosure, and shareholder rights are summarized.
Corporate governance involves establishing order between a firm's owners and top-level managers to effectively direct strategic decisions and ensure accountability. It addresses the separation of ownership and control through internal mechanisms like boards of directors and executive compensation, and external mechanisms like the market for corporate control. However, divergent interests between owners and managers can lead to agency problems if not properly monitored and controlled.
This document discusses corporate governance and the mechanisms used to monitor managers' decisions and align strategic decisions with company values. It covers topics such as the separation of ownership and control, agency problems that can arise, and internal and external governance mechanisms like boards of directors and the market for corporate control. International differences in governance structures are also examined.
The document discusses agency theory, which addresses the conflict that can arise between principals and agents in organizations. It defines key agency theory concepts like asymmetric information and defines agency theory assumptions around self-interest and bounded rationality. It provides examples of how agency theory applies to the relationship between shareholders and managers, and the role of audit committees in addressing agency problems. The document also discusses criticisms of agency theory and calls for making it more institutionally sensitive.
Agency theory explains corporate governance through the relationship between principals (shareholders) and agents (managers). It is based on the separation of ownership and control in companies. The key aspects of agency theory are the agency problem that arises due to differing objectives between principals and agents, agency costs incurred by principals to monitor agents, and mechanisms like incentive compensation that aim to align goals and reduce agency costs.
Corporate governance involves establishing order between a firm's owners and managers through mechanisms like boards of directors and executive compensation. The separation of ownership and control in modern corporations creates an agency problem where the interests of shareholders and managers may not be aligned. Various governance mechanisms attempt to monitor managers and incentivize them to act in shareholders' best interests.
The document provides an overview of business policy and strategic management. It discusses key concepts like the meaning and nature of management, strategic management process, importance of strategic management, strategic decision making, developing strategic vision and mission, and setting goals and objectives. The document emphasizes that business policy and strategic management are highly intertwined and strategic management involves identifying strategies to achieve organizational goals and competitive advantage through planning, analyzing, implementing, and evaluating strategies.
This document discusses corporate governance and the roles and responsibilities of boards of directors and top management. It describes how boards oversee management and strategy, their composition, and impact of laws like Sarbanes-Oxley. Trends include boards taking a more active role in strategy and oversight, and expectations that boards balance profits with social responsibilities. Effective CEOs articulate strategic vision, set high standards, and inspire confidence in achieving them.
Role of board of directors -Corporate GovernanceRehan Ehsan
This Presentation states the role of board of directors in respect of corporate governance of Pakistan. Reviewing this clear the concept of their legal role in Pakistan.
The document discusses various aspects of corporate governance including:
1. The history and key concepts of corporate governance such as the separation of ownership and control.
2. The roles of boards of directors, accountants, banks, creditors, shareholders and regulations in ensuring good corporate governance.
3. Emerging issues like the Sarbanes-Oxley Act and reforms in the Philippines.
Strategic formulation in Strategic managementYamini Kahaliya
This presentation is on Strategy formulation(of subject strategic management) and it covers following points :-
Define strategy formulation
Need of strategy formulation
Steps of strategy formulation
Problems in strategy formulation
Levels of strategy
Agency theory & Stewardship Theory of Corporate GovernanceSundar B N
This document provides an overview of agency theory and stewardship theory. Agency theory proposes that managers may act in their own self-interest rather than that of shareholders, while stewardship theory suggests that managers are motivated to act as stewards whose goals align with the organization. Key differences between the theories are discussed, such as agency theory focusing on control and individualism versus stewardship theory emphasizing trust, pro-organizational behavior, and collectivism. The document also outlines features, terminology, objectives, effects, and behavioral differences of each theory.
This document discusses strategic management and the strategic planning process. It defines strategy and outlines three levels of strategy: corporate, business unit, and functional. It then describes the strategic planning process, which includes establishing strategic intent, conducting an environmental scan involving internal and external analysis, and formulating strategy by defining the mission and objectives. The process aims to help organizations effectively manage opportunities and threats to achieve long-term goals.
This document discusses key issues in corporate governance. It begins by defining corporate governance as the interaction between shareholders, the board of directors, and management in directing a company. It then lists 7 main issues: 1) Remuneration and rewarding of directors, 2) The board's responsibility for risk management and internal controls, 3) Reliability of financial reporting and external auditors, 4) Duties of directors, 5) Shareholders' rights and responsibilities, 6) Separation of the CEO and chairperson roles, and 7) Corporate social responsibility and business ethics. For each issue, it provides 1-2 paragraphs explaining the relevance and concerns around each topic.
This document provides an overview of corporate governance. It defines corporate governance as applying best management practices and complying with laws and ethical standards to effectively manage a company and create wealth for stakeholders. Good corporate governance provides benefits like better access to financing, lower costs of capital, improved performance, and reduced risk. The four pillars of corporate governance are accountability, fairness, transparency, and independence. In India, organizations like CII and SEBI have worked to establish corporate governance standards and regulations like Clause 49 to strengthen practices at publicly listed companies.
Every business founder will be faced with the same decision at some point – “How do I exit this business I have created (or inherited)?” Nearly half of all business failures are precipitated by the owner’s death. Regardless of what stage your business or practice is at, thoughtful planning and communication with your family and business are critical components in a smooth business succession. Understanding how business, ownership and family are often interwoven is one pathway to success in any business transition process.
The Family Business Power Point PresentationRonaldFilian
The document discusses the importance of estate planning for family businesses. It notes that the business often makes up the majority of the estate's value. Without proper planning, liquidating the business to pay estate taxes could negatively impact the family's goals of passing the business to future generations. The document outlines key steps in estate planning, including paying taxes, ensuring the business remains healthy, addressing the surviving spouse's needs, equalizing assets among heirs, and planning for different ownership scenarios.
This document discusses a study on Corporate Family Responsibility (CFR) conducted in the Philippines. The study aims to diagnose the current situation regarding how employees integrate work, personal and family life. It uses a transversal work model involving people at all company levels to understand perceptions of CFR from managers and operational staff. The study also examines how leadership, culture and policies impact employee health, retention, motivation and satisfaction. It identifies different types of work environments - enriching, favorable, unfavorable and polluted - based on the degree of CFR support. The document provides details on the study's objectives, methodology, models and samples used in the Philippines and worldwide.
This document discusses entrepreneurship and family businesses. It notes that entrepreneurial companies often become family businesses over time. Family businesses make up a significant portion of businesses and employment globally. For example, in the US, family firms account for 64% of GDP and 85% of private sector employment. The document provides context on the definition of family businesses and their worldwide economic impact.
The Concept of Corporate Entrepreneurship - IntrapreneurshipGaurav Singh Bisen
Presentation on Corporate Entrepreneurship, its strategies. Intrapreneurship & Leaders of such culture in market. Case Study of Google and its successful products and innovations.
This document discusses questions and strategies for healing divides in family businesses and enhancing their sustainability. It presents 10 questions that define solutions for reconciling family members and the business, such as understanding family relationships and communication styles. The document then discusses challenges family businesses face, such as succession issues, unfair treatment perceptions, and retaining professionals. Finally, it offers approaches for enduring family businesses, like preserving family heritage, open communication, and grooming the next generation.
Family businesses make up a significant portion of businesses worldwide, ranging from 65-80% and contributing 30-65% of GDP. However, family businesses often fail due to internal family and management issues rather than external market forces. The main reasons for failure include a lack of succession planning which leaves the next generation unprepared to lead, unfairly promoting family members based on attributes other than skills, and fraternal conflicts between family members over control of the business and inheritance. Failure to change with the times and reluctance of older family members to relinquish control also contributes to family business failures.
The document summarizes information about family businesses and the Smith Family Business Initiative at Cornell University. It provides statistics showing family businesses make up a large percentage of businesses globally and often outperform non-family businesses. It then discusses some of the resources and research supported by the Smith Family Business Initiative, including welcoming a new professorship in family business.
This document summarizes the findings of PwC's 2014 family business survey, which interviewed 99 family businesses in Ireland. The key findings are:
1. Irish family businesses are more confident about future growth, with 63% growing in the last year and 86% aiming to grow in the next 5 years.
2. Priorities for family businesses are achieving growth, professionalizing the business, and diversifying, while maintaining family and community values.
3. There is increased focus on professionalism, innovation, skills, and international expansion to drive growth. Succession planning and formalizing family governance are also priorities.
4. International sales make up 25% of revenues currently but are expected to rise to
The document summarizes key themes and issues to be discussed at a family business workshop, including:
1. Reviewing the founder's original vision and whether it remains valid as new generations become involved in the business.
2. Motivating potential successors and examining business processes to determine the best management structure for future growth.
3. Ensuring company values and the skills/ambitions of the next generation are aligned with the business's direction.
4. Discussing the founder's plans for partial retirement or exit and succession planning both within and outside the family to ensure continuity.
The document discusses the role of the entrepreneur. It provides questions and answers about the characteristics needed by entrepreneurs such as initiative, creativity, hard work, risk-taking, self-confidence, and resilience. It also discusses what motivates entrepreneurs such as working for profit rather than a wage, independence, and ethical reasons. Finally, it outlines the role of entrepreneurs in business development by having new ideas and exploiting opportunities, and their role in economic development by bringing new products, methods, markets, supply sources, and industry organization.
The document provides information on personal finance management including how to track income and expenses using a personal income statement. It discusses the benefits of using an income statement to identify spending habits, track cash flow, and remedy debt and financial problems. The income statement can also help increase savings and encourage seeking ways to boost income such as asking for a raise or taking on a part-time job.
This document discusses corporate entrepreneurship, defining it as activities that receive organizational sanction and resource commitments for innovative results. It also discusses the need for corporate entrepreneurship due to factors like increased competition and the benefits it provides like constantly innovating. The key aspects of corporate entrepreneurship discussed are innovation, strategy, and corporate venturing. Innovation can be radical or incremental. Strategy involves developing an entrepreneurial vision and structure. Corporate venturing aims to institutionalize embracing innovation for long term growth. Overall the document provides an overview of the concept and key elements of corporate entrepreneurship.
Entrepreneurs plays an important role in developing countries as well as developed countries.
What are the role played by them is mentioned in this presentation.
Presentation Created and Managed by Naveen Minj.
Governance mechanisms for unlisted family businessesBrowne & Mohan
Family business need to adopt effective governance practices such as family office and on board independent directors. In this article, Browne & Mohan consultants describe what, when and how to go about implementing these in family businesses
This document discusses organization development in family-owned businesses. It begins by defining the family business system as consisting of the business, ownership, and family systems. It then outlines some critical issues facing family firms, such as conflicts during generational transitions of leadership and ownership. The document concludes by describing some typical organization development interventions that practitioners can use when working with a family business, such as facilitating family meetings, addressing both business and family systems issues, and building trust throughout the engagement.
Family businesses make up the majority of businesses worldwide and have unique characteristics. They are defined as businesses with significant influence from family members through ownership, management, or board participation. There are three overlapping subsystems in family businesses - family, management, and ownership - which can each have different goals. Maintaining balanced boundaries between these subsystems is important for long term success across generations.
Les MUST of Family Businesses- HOT EXECUTIVE TOPS.pdfSalim Hajje
Planning, starting, operating and retiring from a family business can be difficult. Issues such as succession and pay, corporate governance and recruiting top talent pose special problems for these kinds of organizations. Rivalry among siblings who inherit a family firm is often the kiss of death for even the strongest family business. Nonfamily members, even those who are senior executives or directors, often feel that the family treats them unfairly or fails to listen to them.
In this guide, Dr. Salim Hajje analyzes and provides excellent advice about how to solve such seemingly intractable problems. His suggestions come out of his long experience successfully advising family-run businesses in the MENA region. We recommend this sage and savvy guide to family-business founders, successors, inheritors and nonfamily executives or directors.
In this guide you will learn:
- What makes family businesses special
- What kinds of problems they face?
- Why the issue of succession is a major challenge for these businesses
- Why family businesses should bring in outside directors to supply disinterested advice
- The survey polled 791 executives from family businesses in 58 countries about balancing long-term goals with short-term demands.
- While most family businesses have a long-term orientation, many pursue short-term priorities that do not support their long-term vision and goals.
- The survey found that over half of family businesses feel prepared for the future in terms of ownership, governance, and strategy, but only 41% feel confident in their succession plans, showing a potential disconnect between long-term aspirations and short-term actions.
- Family-owned businesses make up a large portion of the US economy, but many struggle with succession to the next generation due to conflicts between family and business priorities.
- These conflicts arise from the differing nature of families, which are emotionally-based, and businesses which are task-based and focus on results. Successful family businesses balance both sets of needs.
- Critical issues for family businesses include succession planning, defining participation and compensation, maintaining family harmony, and ensuring proper responsibilities and management systems are in place. With the right strategies, many family businesses can thrive across generations.
Family businesses can succeed over multiple generations if they balance strong business performance with keeping the family committed as owners. Five key dimensions must work together: harmonious family relations; an ownership structure providing capital and family control; strong governance and a dynamic business portfolio; professional wealth management; and charitable foundations. Successful long-term family businesses establish professional management, maintain family commitment through shared values and liquidity events, and take a long-term view with moderate risk and prudent diversification.
1) Family businesses make up a significant portion of companies worldwide and face unique challenges as the family and business grow.
2) For a family business to be successful over generations, five dimensions must be balanced - family relations, ownership structure, governance, wealth management, and charitable foundations.
3) Large, long-lasting family businesses establish strong governance through family involvement and independent board members. They also take a long-term approach to managing their business portfolio through moderate growth and prudent diversification.
Governance mechanisms that work in a family businessBrowne & Mohan
Adoption of good corporate governance practices and professionalization help business continuity of family business. This paper presents both formal and informal mechanisms that Indian family businesses of various sizes deploy to improve corporate governance. Formal mechanisms include family assembly, family office, board of directors for each business and independent directors. Informal mechanisms include shareholders assembly, and family outings etc..
This document discusses family businesses, including:
1. Defining family businesses as those owned, operated, and managed by two or more family members, with the family having control over strategic decision making and senior management.
2. The qualities of family businesses include multi-generational involvement and control over voting and decision making.
3. It distinguishes family from non-family businesses and categorizes family control by type, amount, complexity, business setup, philosophy, and stages of control.
Whether you are considering forming a board or want to enhance existing governance practices, understanding the role of the board and expectations of directors is an essential ingredient to successful, value-added governance in private companies. Company leaders and board directors often struggle to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success. We will cover the definition of a board, typical expectations of a director, board oversight vs. management responsibilities, and many other basics of board formation and operation.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
A family business is a business in which one or more members of one or more f...offnow321
A family business is one where family members have significant ownership and commitment to the business's well-being. Some of the world's largest companies are family-owned or controlled, including Walmart, Samsung, Tata Group, and Foxconn. Family businesses face unique challenges in balancing the interests of family members as owners and/or managers with the interests of the business. Successful succession and growth of a family business requires competency in managing these competing interests.
Mercer Capital's Value Matters™ | Issue No. 2, 2018Mercer Capital
The document provides information about family businesses and dividend policies. It discusses how family businesses face unique challenges due to complex family dynamics overlaying strategic decisions. It then discusses how the meaning assigned to the family business by family members influences the appropriate dividend policy. The business may mean growth, preservation of value, wealth accumulation, or lifestyle support - each meaning implying a different optimal dividend policy. The document suggests communicating dividend policy clearly to engaged family shareholders is important for the long-term success of the business.
Mercer Capital's Value Matters™ | Issue No. 2 2018Mercer Capital
Mercer Capital's Value Matters™ addresses gift & estate tax, ESOP, buy-sell agreement, and transaction advisory topics of interest to estate planners and other professional advisors to business.
Roles & Responsibilities: A Primer (Series: Board of Directors Boot Camp 2020...Financial Poise
Private company owners, including family businesses, ESOPs, and private equity owners, often have different expectations for their boards than is common in publicly traded firms. Besides being much less encumbered by regulatory compliance, many private firms are looking for a completely different kind of engagement from directors. In companies with new boards, leaders and directors often struggle early on to determine the role of the board and how to separate board responsibilities from those of ownership and management. In this webinar, the audience will learn what companies are really looking for (or should be) from their boards, and the many ways that boards contribute to private company success.
To listen to this webinar on-demand, go to: https://www.financialpoise.com/financial-poise-webinars/roles-responsibilities-a-primer-2020/
Family Business - Entrepreneurship Developmentdamleaj
This document provides an overview of family businesses. It begins by defining a family business and explaining their importance. It then discusses the different types of family businesses and family business owners. The document outlines the responsibilities and rights of family business shareholders. It also covers succession in family businesses, including the importance of planning and some strategies to ease the transition process. The document discusses some common pitfalls of family businesses and provides strategies to improve their capabilities and performance. Finally, it lists some rules that can help family businesses succeed across generations.
The document discusses strategies used by long-lasting family-owned businesses to remain successful across generations. It finds that establishing strong governance through clear family rules and guidelines, prioritizing merit-based management decisions over nepotism, and actively managing business portfolios through engaged boards are key factors. Family businesses that have lasted over 100 years on average establish governance systems to separate family and management roles, appoint outside directors to boards, and only involve family in management if they prove their competence through outside experience.
The document discusses the unique strengths and challenges of family-run businesses. It outlines several advantages family-run businesses have over publicly owned companies, such as flexibility, long-term thinking, strong corporate culture and better labor relations. However, only 3% of family businesses survive into the fourth generation, as many struggle with succession planning and an inability to innovate and evolve with changing markets. The key challenge for long-term survival is preparing the business for continuous renewal and innovation beyond just running existing operations.
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4. 3
Indicators
What is a family business?
A firm of any size is a family business if:
• The majority of decision making rights are the
possession of the natural person(s) who:
• Establish the firm
• Acquired the share capital of the firm
• Are family members of the above (spouses,
parents or direct heirs)
• The majority of decision-making rights are direct
or indirect
• At least one representative of the family or kin is
formally involved in the governance of the firm
• Listed companies meet the decision-making
rights mandated by their share capital
Source: Expert report on Family Businesses, European Commission, Nov 2009
5. 4
• Family businesses constitute the world’s oldest
and most dominant form of business
organizations
• Family firms account for 2/3 of all businesses
around the world (HBS);
• An estimated 70%-90% of global GDP annually
is created by family businesses;
• In Portugal family business have a share of
60% to 70% of the GDP
• Between 50-80% jobs of the majority of
countries worldwide are created by family
businesses (European family businesses, 2012).
The Family Business Importance
Examples of family businesses: Salvatore Ferragamo, Benetton, and Fiat Group in Italy; L’Oreal, Carrefour Group,
LVMH, and Michelin in France; Samsung, Hyundai Motor, and LG Group in South Korea; BMW, and Siemens in Germany;
Kikkoman, and Ito-Yokado in Japan; and Ford Motors Co, and Wal-Mart Stores in the United States
6. 5The Family Business Importance
1. More profitable over the long term;
2. Family business generally take a long term view
and thus balance short-term rewards with long-term
sustainability and prosperity;
3. Generally, they are better for the communities in
which they live and invest more in their communities
both for business investment and in terms of
philanthropic activities;
4. People trust family businesses more than other
kinds of companies;
5. Score significantly higher on things like worker
motivation and leadership, though they lag slightly
on innovation
This form of enterprise has significant benefits to the economy and society at large:
The long-term view of family busniesses performance
Source: Harvard Business Review “What you can learn from family businesses”
7. 6The Family Business Strengths and Weaknesses
+
Commitment – family usually shows high levels of
dedication to the business grow, prosperity and to
get passed to other generations
Knowledge continuity – Families make it a priority
to pass their knowledge, experience and skills to
the next generations
Reliability and pride –as family name is usually
associated with the business they do their best to
increase quality of the output of their business
(product, service,…)
Partnership – families usually try to maintain a
good and close relationship with their customers,
suppliers, community, employees,…)
Survival– Many family business fail to be
sustainable in the long term. Only 30% survive into
the second generation, 12% into the third and 3%
make it into the fourth and beyond
Complexity - Family businesses are usually more
complex in terms of governance due to the addition
of the family emotions and issues
Informality – as families usually run the business
themselves there is little adoption of business
practices and procedures
Lack of discipline - many family businesses do not
pay attention to succession planning, family
member employment, and attracting and retaining
talent outside family members
-
9. Ownership
Family Ownership And Control 8
Principal:
Shareholders
Control
Agents:
Board of
Directors
Senior
Management
Control Mechanisms:
Pressure from Markets
Regular Meeting with
ShareHolders
Financial Press Scrutiny
Performance related pay
• Separating ownership from management not a
natural in family business. In the beginning ownership
and management are closely linked
• Family business leaders soon become the
bottlenecks for the development of the business and
risk narrowness and weakening the business they
created
• Over time, family business leaders can start stepping back from
operational responsibilities and assume fully their role as owners
(setting the strategic vision which guides investment decisions).
• It is helpful to create a professional board with a few independent
members to bring new perspective and expertise.
• Family business leaders should then be fully-engaged owners of the
business, no longer managers.
10. 9Stages of Growth in a Family Business
Ownership
Family
This model views family businesses as a complex
system comprised of three overlapping
subsystems: Ownership, Family and Business.
It is a useful tool to understand the different
Dynamics at work in any family businessBusiness
12. 11Notes slide 9
• In the developmental theory, family business ownership moves from a Controlling Owner stage
(stage 1) to Sibling Partnership (stage 2), Cousin Consortium (stage 3) and then distant relatives
(stage 4):
• Stage 1: This is the initial step of the family business. The business is entirely owned
• and managed by the founder(s) who usually take the majority of key decisions. This stage is
characterized by a simple governance structure, the control and ownership are in the hands of
the same person.
• Stage 2: This is the stage where management and ownership have been transferred to the
• children of the founder(s). As more family members are now involved in the company,
• governance issues tend to become relatively more complex,
• Stage 3: At this stage, the business governance becomes more complex as more family
members are directly or indirectly involved in the business.
• In the long run (stage 3 and 4) it becomes necessary for the family business to set up the right
governance structures and mechanisms that will allow for efficient communication and a clear
definition of the roles and expectations of every person involved.
Source: IFC Family Business Governance Handbook
14. 01 Succession & Survival
Often the successor is not the fittest choice.
The stock market reacts negatively to the
appointment of family heirs as managers.
Follow the family vision and mission. 30%
survive into the 2nd generation, 12% into the
3rd and 3% make it into the 4th and beyond
02 Conflicts and communication
Managing internal conflicts within the family.
Maintaining teamwork and harmony. Keeping
family members informed about major business
accomplishments, challenges and strategic
directions. Keeping focus on same objectives
and interests.
03 Market capitalization
Family businesses have lower stock market
capitalization (lower market value) mostly
due to control issues – whereas markets
downgrade prices due to higher risks for
business (e.g. Tunneling)
04 Professionalization
Few adopt professionalized business practices
and procedures and control mechanisms,
maintaining improper procedures and lack of
internal controls
05 Interconnections
The existence of an additional layer of
relationship that the owning/controlling family
brings to the business. Family participation and
role
06 Capital allocation and
growth
Allocation of corporate capital: dividends,
debt, and profit. Family-controlled firms
often face a difficult choice as they confront
the need to fund growth by attracting equity
Six Keys for the SuccessCorporate Governance Issues 13
16. Wallenberg Business
• Separate return (income) from how the company is
run (control)
• Use a Trust or foundation
• Cash-Flow Right differs from Voting/Control Rights
• Dual-class shares (eg. voting caps, cross-
shareholdings, golden shares, staggered boards)
15
The biggest challenge for family companies is
how to preserve family control while competing
with public companies that can draw on capital
markets
Wallenberg have the dual-class commons
structure already called as the “Swedish
capital structure.”
18. 17
Wallenberg Pyramid
• The Wallenberg family owns 40% of the value
of the Swedish Stock Exchange – 30% of GDP
• Through dual-class shares exercise control
over many companies e.g. 4% by value but
39% by votes
• Wallenberg ownership is exercised through the
Wallenberg foundation
• Companies dominated by investor are run by
professional managers with their own board of
directors
Source: Reproduced from Sundin and Sundqvist (1996).
19. Wallenberg Business 18
Why are Wallenberg traded at discount?
• The reason for discount is the use of dual-class shares. They give the family more control, but tend
to diminish the value because other shareholders suspect the controlling family will take special
benefits for themselves or start strategic changes to help their own interests rather than the other
investors interests (e.g. tunneling or overinvestment costs)
• Sweden has resisted to end this use of dual-class shares because it helps keep companies under
Swedish ownership under an open economy
• The family claim that they deserve their special rights because of the family´s role in successfully
founding and developing Swedish companies over the years and their tradition of strong and
involved ownership. Also due to social responsibility and natural integration in the Swedish market.
21. Dealing with challenges 20
Develop a family governance structure to bring discipline among family members,
prevent potential conflicts, and ensure the sustainability of the business.
The main components of a family governance structure are:
• A family constitution that clearly states the family vision, mission, values, and
policies regulating family member´s relationship with the business.
• Family institutions, to deal with conflicts and communication issues, e.g. family
assembly, family council, and other family committees.
CORPORATE GOVERNANCE
22. SUCCESSION
Handling the succession issue: Marrying
intelligent partners who can help them
run their companies, and put efforts in
the education of the next generations.
More exotic Asian-based concepts
include adopting.
CONFLICTS & COMMUNICATION
Develop strong family cultures that not
only serve the companies (eg.
storytelling) but also to handle internal
family conflicts. Family meeting and
retreats
PERFORMANCE
Developing high-performance teams,
including managers outside the family
circle, that stick together for years;
PROFISSIONALIZATION
Adopt business practices that oblige collateral,
information transparency and defined procedures.
That can be done by growing through stock market
capital – that due to covenants and obligations
oblige companies to have procedures in place
(e.g. Sarbanes and Oxley Act)
CAPITAL GROWTH MAINTAINING CONTROL
Trough some concepts already
discussed: pyramiding, dual-class
shares, Trusts Foundation, cross
sharing.
CONTROL MECHANISMS
Performance related pay
willingness to integrate outside individuals in
the Boards
Dealing with challenges 21