The resilient family enterprise
Turning challenges into opportunities
Unique characteristics of family enterprises that could position them to thrive
The introductory article in the Resilient Family Enterprise series examines how COVID-19 brings new focus to family business issues like succession planning, values and purpose, and legacy.
Upcoming articles will include the following topics:
- Purpose and trust
- Power and performance: The role of governance
- Beyond business: Philanthropy and strategic investing
- The post-COVID workplace
- Your family business: Planning with a 100-year horizon
- Well-being and health: The enterprise, the family and the individual
- What’s next for family businesses?
Thriving at the intersection of purpose and trust
In recent years, companies across the economic spectrum have increasingly been engaged in a rethink about what drives them beyond making a profit. Many family businesses had a head-start on this. At one point in time or another, every family business founder had to come to grips with this question of purpose.
The global pandemic has shaken businesses to their core, impacting relationships with employees, customers, suppliers, communities, and other key stakeholders. Amidst this upheaval, family business leaders are looking for ways to reconnect with these constituents and even extend their reach. And that search has them thinking anew about the intersection of purpose and trust.
The role of governance in family enterprises: Navigating purpose, power and performance
Even during the most stable of times, family enterprises are challenged to balance two simultaneous priorities - the natural progression of the enterprise itself and the evolution of the family.
These sometimes competing priorities can become accentuated when a crisis like the COVID-19 pandemic comes along and adds fresh urgency to the ever-expanding complexities and challenges involved in running a family enterprise.
COVID-19 is teaching family businesses many lessons about preparedness, agility, and adaptation. It is also underscoring the need for critical self-assessment—a hard look at what’s working, what isn’t, and what’s not even being discussed that probably should be. That’s what good governance is all about today—building resilience.
