Shaping futures: evolve, emerge, engage
Cambridge Judge Business School, Academic Host
Monday, October 18
VIRTUAL (All times Eastern)
8:00AM-9:00AM

How Engaging Multiple Perspectives (and Pursuits) Can Shape the Future Value of a Family Enterprise

Presenters: David King, Keri King, and Mairi Mickel

This live case study interview (facilitated by an independent director) features four intergenerational family members, telling the story of the King Family’s Double vision۪. The families multiple, but collective goals, addressed openly led firstly to a successful ownership/ leadership transition then to an exciting high growth, family led new business.

DESCRIPTION
Imagine this scenario: a successful, growing family enterprise founded by a visionary entrepreneur successfully transitions leadership and ownership to a next generation leader. The next generation is capable and passionate about the legacy operating company. The broader family group is engaged and proactively helpful. The long tenured management team embraces the change. Setting good boundaries the founder (mostly) sticks to them. An independent board supports the strategy and transition without overstepping or under-serving. The founder۪’s purpose, the authority of the new CEO, the sanity of the staff and wellbeing of the customers are not only protected but advanced. With some bumps and plenty of learning along the way, broadly speaking a success story.

Fast forward short two years, and a spin-off business that leverages the brand and capability of the legacy company is born. A second next generation leader sibling to the first takes the reigns with her father, and the next chapter of vision and value born of entrepreneurship has begun. This is the story of the King family’s Double Vision.

Perpetuating the Family’s DNA of Sustainability and Resilience: Next Generation’s Impact Investing

Presenters: Benjamin Firmenich and Marta Widz

This session illustrates how sustainability and resilience are intertwined and manifest themselves in impact investing; why and how they can become bridges between generations. Furthermore, it will provide the advisers with the toolbox for building the advisory practice in the field of sustainability, resilience, and impact investing for family businesses.

DESCRIPTION
Even though family businesses are often viewed as not the most agile, when a crisis such as CoVID-19 hits, they are able to quickly bring to bear skills developed over generations to ensure resilience, and continuing to live their deeply-held sustainability values. For example, Firmenich, a Geneva-based family business, is the world’s largest privately-held manufacturer of fragrances and flavorings industry for consumer goods. Established in 1895, Firmenich is currently entirely owned by family shareholders from the third to the fifth generation. The company is present in more than100 markets worldwide and operates over 80 facilities across the globe. In response to the CoVID-19 virus, Firmenich reacted swiftly and showed its sustainability credentials in every stage of the pandemic, starting from the safety of its employees, through showing solidarity with the world and donating 20 tons of disinfectant solution medical care institutions, to pursuing the largest acquisition in its history to integrate sustainable products and circular model to its core business. What enabled such reaction of Firmenich was its DNA: recognition of the societal value reflected in its purpose and fundamentals as well as an inclusive capitalism business model, and, on the other hand, a remarkably resilient-to-shocks governance mechanisms model. The DNA of sustainability and resilience is inherited by the next generation family members. “This is who I am”, says Benjamin Firmenich, who chose not to work in the family business, and founded its own impact investing firm. This session illustrates how sustainability and resilience are intertwined, how they manifest themselves in impact investing, and why and how they can become bridges between generations. Furthermore, it will provide the advisers with the toolbox for building the advisory practice in the field of sustainability, resilience, and impact investing for family businesses.

Notes: Next to the live Interview (with 5th generation next-gen and impact investor, Benjamin Firmenich), we will show the recordings of interviews (with non-family CEO, Gilbert Ghostine and family chairman, Patrick Firmenich) conducted by Marta Widz in 2020.

9:00AM-9:15AM

Break

9:15AM-10:15AM
Concurrent Sessions

Think Big, Take Small Steps and Help Your Clients Build the Future They Want

Presenters: James Olan Hutcheson and Grace Lordan

Jim Hutcheson will interview Dr. Grace Lordan on steps family businesses should be taking now to future proof their employees. The session will cover goal setting, planning, cognitive biases and resilience. People who attend this talk can expect to learn about the future of work, and also the actions they can take to ensure the future they want.

Embedding Sustainability in Family Business: The Role of the Family Business Advisor

Presenters: Pramodita Sharma and Sanjay Sharma

Authors of Pioneering Business Families Sustainable Development Strategies discuss the sustainable development strategies of business families with a purpose successfully using their enterprise as a force of good. In turn, each family reaps the benefits of high economic returns, engaged work force, while positively impacting their community and environment.

10:15AM-10:30AM

Break

10:30AM-11:30AM
Concurrent Sessions

SPRING: The Third Leadership Challenge for Family Businesses

Presenters: Peter Jenner and Salvatore Tomaselli

Building on the experience of the UE-funded SPRING (Succession Planning and Regeneration In Family Businesses for New Growth) project, the academic and the practitioner perspective will dialogue on the design and use of self-assessment tools to support family businesses. Participants will be engaged during the session to experience a self assessment tool designed by the presenters.

DESCRIPTION
This session will focus on the design and outcomes of a self-assessment tool linked to a matrix to engage family business owners in exploring the gap between their current situation and the ideal situation in respect to the succession process. The tool explores five domains, in order for business owners to self-scoring challenging questions relating to succession within their business. The scores are then transferred to a matrix which allows business owners to appreciate where they are now, with regard to succession and the gap that they need to fill to achieve the ideal situation. The session will be structured in the form of dialogue between the two participants who will each ask questions to the other and put the perspective of the academic and the consultant to benefit a service for succession to family businesses.

The EU-funded SPRING project was designed over a three years period taking the experience of private sector consultancy support for SME in succession planning and linking this to the need to prevent the failure of approximately 600.000 family businesses EU/UK wide each year. The main goal of the SPRING Project was to address the needs of family business owners, managers and successors and help them with practical solutions to succession planning. This would be achieved through a combination of creating strategy for growth, building a strong governance, balancing intergenerational dynamics and identifying, training and motivating the future successors. The key to the success of the project was to bring together universities and consulting/training firms, from multi-disciplinary backgrounds and with diverse experiences from all over Europe, to share their knowledge and skills. The result was the design of a comprehensive package of self-assessment tools linked to in-depth training modules that address each of the essential elements of successful succession in family businesses.

Building and Cultivating Family Trust

Presenter: Julia Chu

A lack of trust within families can significantly compromise the ability of a family enterprise to navigate challenges and remain sustainable. This session will address how family enterprises can build and cultivate an ongoing system of trust among family members across branches, business involvement, and generations.

DESCRIPTION
Previous election cycles have shown that if individuals don’t trust the process, they don’t trust the result. By contrast, in trusting the process, one can trust the result, if even one doesn’t like it. Successful family enterprises depend on having a process of decision making that the family can trust and thereby accept the corresponding decision, whether popular or not. A family culture in which individual members ask, “How can I contribute to the family’s productivity and development?” is more likely to result in the collective growth of the family’s capital. Without this focus, family expansion may exceed the growth of the family’s financial assets. The challenge is not how to avoid all disputes but how to enable family members to express contrary views in a constructive way.

In addition to formal education and industry knowledge, relationship-based competencies are among the most valued attributes for successfully leading family enterprises. Research confirms that interpersonal attributes (e.g., self-awareness, focus on stakeholders) were more important in the leaders’ leadership performance than traditional financial management skills.

Evolving from an autocratic to a collaborative process of decision making is also crucial to promoting the engagement of family members, particularly younger generations. The sustainability of a family business lies in the leaders’ treatment and appreciation of employees, business partners and advisors.

Even after a family creates a family council and constitution, family governance does not occur without regularly applying the constitution through family meetings. Convening on a regular basis can transform a family’s communication process from sporadic conversations between several individuals into a formal and institutional practice of information flow and conflict mitigation. Candid dialogue on the effectiveness of family meetings, with adjustments to format and content when possible, can help sustain family governance over time.

11:30AM-12:30PM

Break

12:30PM-1:30PM
Concurrent Sessions

Reimagining The Family Enterprise of the Future: Embracing the Cognitive Era

Presenters: Richa Arora and Stavros Demetriou

This session will discuss the emerging opportunities and unique challenges relating to the future of work by showcasing how family enterprises will work will evolve, emerge and engage. We will review key macro trends and build an understanding of the critical diverse skills of the future.

DESCRIPTION
How can the power of AI be used to better understand the future?

  • Future of Work and the Rise of Humans
  • Unique challenges/Impacts to Family Enterprises
  • Predictive Analytics- Succession Planning/ Scenario planning Case Study.
  • Applying AI to succession planning and leadership development
  • Values and family dynamics in the bot generation
  • Equipping leaders to drive conversations of a higher purpose- to identify the dilemmas, challenges, considerations that shape the future workforce
  • Importance of preparing the workforce and enabling the Enterprise system to re-skill in new roles
  • Impact of gig economy on the Family Enterprise
  • Out of the many emerging technologies which ones will work in the context of your Family Enterprise and broader ecosystem? What are the skills needed to support the future and how do we begin cultivating those skills?
  • Future Skills – technical & soft skills, hybridization of skills sets (technical people need soft skills, vice versa) in a multi-generational family
  • Adapt the Family, Business and Board Governance structures to achieve the best integration of human and intelligent automation
  • Emerging trends in learning: moving away from traditional learning, CLO, micro-credentialing
  • What do these learning trends mean for the family enterprise?
  • How can Family Enterprise leaders and Advisors adapt?
  • How to define a digital strategy to enhance the workforce experience based on human-centered design How will nurturing a purpose-driven culture engage generations to come?
  • The role of values in organizations and families
  • Helps to sustain a Family centered approach in a cognitive era
  • Solving the ethical dilemma
  • Helps to prioritize the customer experience
  • Supports family Enterprises to stay true to their family culture and purpose
  • Help to create greater connection to the socio-economic wealth of their family enterprise
  • Greater incentive to invest in the Human, social, financial and intellectual capital
  • Create engagement and commitment in the rising generation

Working with Families on Values, Purpose and Wealth Utilization

Presenters: Ashely Blanchard and Ivan Lansberg

1:30PM-1:45PM

Break

1:45PM-2:45PM
Concurrent Sessions

Every Sustainable Family Enterprise Needs a Perimeter Fence

Presenters: William J. Kambas, Linda Mack, and Natasha Pearl

This presentation will offer multi-disciplinary insight into family enterprise sustainability. The presenters are family enterprise advisors with expertise in tax law and entity structure, human capital, and wealth preservation infrastructure. The Sustainable Family Enterprise Ecosystem and its “Perimeter Fence” ensure coordination, mitigate risk, and promote growth.

DESCRIPTION
Traditional silos of family office, private fiduciary, family business, family philanthropy, family investments, family collections, family wellness, family residences, family staff, family fleet, family cybersecurity, etc., are vulnerable to internal and external threats and hazards. These often far-flung components must be consciously managed and intentionally structured, with holistic, integrated supervision, in order to facilitate synergy within the family enterprise. In addition, the family enterprise requires a well-designed “perimeter fence” which ensures coordination, mitigates risk, and promotes growth. The management and integration of the components, along with the perimeter fence, constitutes the Sustainable Family Enterprise Ecosystem. This is an evolution that builds on the 3-circle model (Davis et al) and the five forms of family capital (Hughes et al).

Explicitly recognizing the key operative components within the family enterprise enables families and their advisors to focus and prioritize. This, in turn, enables the creation and operation of appropriate entities and necessary controls. Collectively, this constitutes a healthy ecosystem, the Sustainable Family Enterprise Ecosystem.

This ecosystem enables regular stress tests, with vulnerabilities identified and addressed. Potential threats are anticipated and neutralized. Furthermore, this approach ensures that measures taken to protect and preserve the family, including complex and costly business, tax and estate planning, are consistently applied and coordinated across the entire ecosystem and within the perimeter fence, delivering greater value and certainty. The ecosystem, and in particular the perimeter fence, when consciously managed, intentionally structured and maintained, significantly improves the probability of family enterprise sustainability. As Aristotle said long ago, …what is the cause of their unity? In the case of all things which have several parts and in which the totality is not, as it were, a mere heap, but the whole is something beside the parts…

Teaching a Family to Fish: The Annual Family Meeting as a Learning Opportunity

Presenters: Megan Helzner, Rose McNeely, and Todd Smith

Teaching clients “to fish” should be our goal, and maintaining self-awareness in our role as advisors is critical. Through a case discussion with a next generation family member, we will explore how to use an annual family meeting to promote adult learning that leads to self-management of a family enterprise.

DESCRIPTION
As consultants, we strive to provide structure and guidance while taking care to avoid enabling or becoming too heavily relied upon for ongoing support. While our expertise is important, teaching our clients “to fish” on their own must remain the ultimate goal. With the audience, we will candidly explore the balance between providing constructive support to empower family members and reflectively managing our own needs to feel effective as consultants. We may want to make things as easy as possible for clients, but this can work against our goal of giving them the ability to self-manage a multi-generational family enterprise. With a next generation family member as our co-presenter, we will explore ways to most effectively engage family members so that they are prepared to do the work of managing an annual family meeting independently in the future. We will use a recent family meeting—which involved 26 members ranging in age from 13 to 97—as a hands-on case discussion to explore how family members can take up responsibility in healthy ways and how consultants can begin to “let go” and manage their own concerns about not being a permanent part of the family system. We will also explore what potentially hinders family member involvement and how, as consultants, we can help. We will use Malcolm Knowles’ concept of “andragogy” (the art and science of helping adults learn) as our framework for exploring how adults learn most effectively. We will use his principles to guide our case discussion, exploring ways not only to leverage the family meeting as a critical learning opportunity in preparation for family self-management, but also to increase self-awareness—our clients’ and our own—as we go.
2:45PM-3:00PM

Break

3:00PM-4:00PM
Concurrent Sessions

Family Wealth as an Engine for Personal Thriving and Societal Evolution

Presenters: Keith Michelson and Don Opatrny

The presenters will share tools that helped clients find personal vitality, purpose, and new ways to create resiliency in their families over the past year. The workshop will provide a space to harness the collective wisdom of participants to leverage these successes and contribute to the evolution of our field.

DESCRIPTION
Founders of family businesses who have created significant wealth for their families often experience concerns about the effects of inherited wealth when doing their estate planning. Will they be setting the conditions for following generations to feel entitled to wealth without working; will their heirs, suffering from inheritance guilt, lack meaning and purpose in their lives; or will they tie their self-esteem to the external status symbols of wealth? While these risks are real, they can be minimized, and intergenerational wealth can support the conditions for genuine individual flourishing and contributions to societal well-being.

As the profound challenges of the past year unfolded across the globe, our clients began asking new questions not only about the sustainability of their enterprises but also about the larger purpose of their life’s work. At the same time, they confronted new questions about the functioning of the economy for those less fortunate than themselves and about the ethical dilemmas of inherited wealth. This led them to ask how they might support intergenerational resilience, entrepreneurial spirit and social responsibility in their families.

Our response was to adapt an existing model for exploring purpose and meaning in life to the special circumstances created by inherited wealth. While acknowledging both the benefits and risks of lifting some financial pressures off the shoulders of their next generation family members, we experimented with how those family members could be supported to explore their passions, skills and desire to make valuable contributions to society as a way to find meaningful identities and paths forward in their careers.

Family members and professionals who occupy important advisory roles in family businesses, including grantor, trustee, family council leader, business CEO and others, may more readily engage in this type of conversation if they have an effective tool and process for doing so.

Title TBD

Presenter: John Davis
Founder and Chairman, Cambridge Family Enterprise Group
Chair, 2022 FFI Conference Program Committee

Tuesday, October 19
VIRTUAL (All times Eastern)
8:00AM-11:00AM Morning
Half day intensive seminar with preparatory readings and breakout sessions.

Managing Ethical Dilemmas in Family Business

Presenters: Rania Labaki, Christopher Robichaud, and Wendy Ulaszek

Ethical dilemmas in a family business prove to be more complex that in other types of organizations, as they often lie at the intersection of the family and the business. These dilemmas are sometimes ignored, understated or mismanaged by both family members and advisors, for different reasons whether related to financial and political stakes or emotional and cognitive biases. They may lead to serious consequences on the longer run, such as disruptive relationships or estrangement in the family, dysfunctional behavior of family members, and business inefficiencies, underperformance and threats to the family ownership control. This educational session is intended for educational support to family business advisors to prevent and address the ethical dilemmas in a thoughtful way towards ensuring the continuity of both the business and the family.

DESCRIPTION
Learning objectives:

  • To learn about the importance and impact of ethical dilemmas in the family business as well as the advisor’s responsibility that lies behind.
  • To equip advisors with a framework and grid of analysis enabling them to identify those dilemmas and analyze them in a thoughtful way.
  • To provide advisors with guidelines on how to prevent these dilemmas and how to address them.
  • To support advisors in setting an actionable plan of family business advising that is inclusive of the ethical dimension.

This session will be taught by a team of experts in ethics, psychology and family business with an academic and practice background. It will first set the ground for fundamental concepts of ethics and responsibility. Second, it will suggest a framework to define the ethical dilemma in family business based on references points and a grid analysis to understand its implications. Third, it will present a series of tools and guidelines to help enterprising families prevent and address those dilemmas when they arise. The learnings will be conveyed through an interactive case during which participants will discuss and apply the course concepts. Finally, the course will provide the opportunity for participants to apply the learnings to their own experience, share and learn from their peers and come-up with an actionable plan for their current or future clients that includes ethics as a central piece of their advising work.

Thursday, October 21
IN-PERSON (All times GMT)
QEII Conference Center, London, England
Academic Host: Cambridge Judge Business School
8:00AM-8:30AM

Arrival Tea and Coffee

8:30AM-9:30AM
fisk johnson headshot

Opening Plenary: Fisk Johnson, Chairman and CEO, SC Johnson

Fisk Johnson is CEO and Chairman of the Board of SC Johnson. He holds a Bachelor of Arts in Chemistry and Physics; a Master of Engineering; a Master of Science in Physics; a Master of Business Administration; and a doctorate in Physics, all from Cornell University. Fisk and SC Johnson have received numerous awards for environmental and social leadership, including the Presidential Green Chemistry Award, the Environmental Protection Agency’s Lifetime Atmospheric Achievement Award, multiple EPA Green Power Leadership Awards, Committee Encouraging Corporate Philanthropy’s Force for Good Award, the World Environment Center’s Gold Medal, the International Leadership Award from the U.S. Council for International Business.

DESCRIPTION
Fisk serves on the Office of the U.S. Trade Representative’s Advisory Committee for Trade Policy and Negotiations (since 2002) and The Consumer Goods Forum Board of Directors. He recently served as a member of the U.S. President’s Council of Advisors on Science and Technology from 2019 to 2021. He also has served on the boards of Conservation International, the World Business Council for Sustainable Development, and Conservation International’s Center for Environmental Leadership in Business.

He served on the Cornell University Board of Trustees from 1993 to 2001 and now is a Trustee Emeritus and Presidential Counselor. He has also served on the University of Chicago’s Physical Sciences Division Council since 1996.

In addition to leading SC Johnson, Fisk has more than 20 years’ experience as managing director of a private technology-oriented venture capital business.

Fisk is a devoted father who enjoys spending a great deal of time with his daughter. He’s an accomplished pilot with more than 2,000 hours across multiple aircrafts and is an avid scuba diver. He also enjoys many outdoor sports.

About SC Johnson
SC Johnson is a family company dedicated to innovative, high-quality products, excellence in the workplace and a long-term commitment to the environment and the communities in which it operates. Based in the USA, the 135-year-old company, which generates $10 billion in sales, employs approximately 13,000 people globally. www.scjohnson.com
DESCRIPTION
The company is one of the world’s leading manufacturers of household cleaning products and products for home storage, air care, pest control and shoe care, as well as professional products. It markets such well-known brands as GLADE®, KIWI®, OFF!®, PLEDGE®, RAID®, SCRUBBING BUBBLES®, SHOUT®, WINDEX® and ZIPLOC® in the U.S. and beyond, with brands marketed outside the U.S. including AUTAN®, BAYGON®, BRISE®, KABIKILLER®, KLEAR®, MR MUSCLE® and RIDSECT®. and sells products in virtually every country around the world.
9:30AM-10:00AM

Break

10:00AM-11:00AM
Concurrent Sessions

Using a Simulation for Evolving and Shaping Family Business Futures

Presenter: Rajiv Agarwal

The session is based on the family business simulation, Honey Heritage, published by Harvard Business Publishing. The simulation is based on a family over three generations. The participants of this session will be given live access to the simulation and will have to make decisions in each generation.

DESCRIPTION
In this workshop, we will be using the family business simulation, Honey Heritage, published by Harvard Business Publishing. Every participant in the workshop will be getting a licence to use this simulation during the workshop. The simulation is based on a family over three generations, and in each generation, the user will have to make decisions, based on which the future of the family and the business is determined. As the participants go through each generation, the decisions become complex. the simulation does not require any pre-reading material and is simple to set up, and to debrief. The participants will then have a debrief session where they can have an opportunity to have their queries answered and determine, how they can use this in their own class/consulting sessions.

Building Resiliency by Looking at the Past: Lessons for Developing the Next Generation Leaders in Family Businesses

Presenters: Fabian Bernhard and Andrew Keyt

This session will illustrate how to build resilience in the next generation by looking into the past. It will respond to questions such as: Should next gens be proud of the family’s history? How to reduce risks of entitlement? How to become more resilient in times of crisis?

DESCRIPTION
Resilience is key for survival in times of crisis. The session will illustrate to families in business and those working with them, how the next generation can learn resilience by looking into the past and how predecessors have overcome difficult times. Latest research has demonstrated that the experience of pride for past achievements can build confidence and self-esteem, necessary to master current challenges. However, there is a fine line between being proud of others’ achievements, displaying humility and avoiding feelings of entitlement. Key to this is the process of establishing credibility (both internal credibility: belief in self, and external: belief in others) For families in business and their advisors it is therefore important to find the right balance when developing the next generation and preparing them for their role in the family business. Latest research results and examples from practice will outline ways to more self-conscious and resilient leadership in the next generation.

How is Transnational Policy Making Affecting the Decisions and Direction of Family Enterprise Agendas?

Presenter: Nicholas Jacob

This session will examine the current impact of transnational public policy making on family enterprises, and the likely future effect. It will try to bridge the gap between the “softer” issues of family enterprise planning and the “harder” issues of the effect of public policy making on family businesses.

DESCRIPTION
This session will look at how governments seek to influence the political, social, economic and cultural agenda and the effect this has on family enterprises. It will examine how regulatory policy making is making it more difficult for family enterprises to plan, despite most of them being the life-blood of any economy.

The aspect of privacy and confidentiality will form part of the discussion along with consideration as to whether social media is eroding those concepts amongst the younger generation. The education of the next generation in respect of public policy issues may assist in the process of involving them in the family business, alongside the impact they can have on the technological prowess of the business – in short some ideas as to how to further involve the next generation in the family enterprise.

Evolving Competencies for Future Family Business Owners, Stewards and Directors

Presenters: Stacy Allred and Mary Duke

What competencies will tomorrow’s business owners, directors and stewards need? This session expands on the Ownership Competencies framework from Professionalizing the Business Family* to include competencies for beneficiaries and married-ins, as well as the higher competencies relevant to family directors. Practical applications and a process for implementation will be discussed.

DESCRIPTION
In 2019, FFI sponsored the research report Professionalizing the Business Family – The Five Pillars of Committed and Sustainable Ownership, by C. Astrachan, M. Waldkirch, A Michiels, T. Peiper and F. Bernhardt. The presenters have found significant opportunities to apply this research in their separate work with significant enterprising families, most specifically with families looking to prepare for the challenges of an uncertain future and anticipated generational transitions that lie ahead. These families are asking: what skills and aptitudes will we need individually and collectively to ensure our enterprises are well owned, going forward?Because not every family member is an owner from a technical/legal perspective, the presenters expanded the competencies model to include family stewards, whom they define as family members with connection to the family business and family legacy without direct ownership. (This cohort includes non-shareholding family members who may be married in, or beneficiaries of structures holding the legal title to their family business.)In addition, some family members may be preparing for a future role as Family Director on their family business board. To address these higher and more focused director competencies, the presenters developed a second expansion on the Owner Framework from the cited report.This adds a layer of Steward competencies below the report’s Owner Competencies, and a layer of Director Competencies above them. The second half of the session will focus on how the presenters developed a process for collaborating with a business family to co-create their own competencies framework and design a multi-year developmental journey, including individual and cohort learning opportunities and initial and periodic assessments to measure progress against desired competencies. Leveraging an interdisciplinary approach, anchored in experience design and learning science greatly enhances the effectiveness of this expanded competencies’ framework and related learning map.
11:00AM-11:15AM

Break

11:15AM-12:15PM
Concurrent Sessions

The Cultivation of Family Purpose: A New Family Enterprise Trend

Presenters: Kendall Cotton Bronk, William Damon, Tarek el Sehity, and Heinrich Liechtenstein

This presentation features findings from a cross-national study of family purpose featuring in-depth interviews with nearly 100 members of families that manage large family enterprises. The findings reveal strategies that families employ to cultivate and transmit their shared family purposes across successive generations.

DESCRIPTION
Family enterprise members are presented with extraordinary responsibilities. With each new generation, an opportunity arises to reflect on, affirm, and transmit their family’s responsibilities to their enterprise and the larger world. Although it may be that all families benefit by intentionally focusing on their collective purpose, doing so is particularly important for family enterprise members, many of whom manage significant wealth. Many of these families control unique resources that either can be allocated in productive and socially beneficial ways or squandered. We have found an emerging awareness of the importance of family purpose among families and their advisors today. Innovative family governance structures now are being designed to guide generational transition processes towards purposive aims. Family governance advisors widely acknowledge that the key ingredient in such family structures is the formulation of a family purpose, which can bring about the resilience required to withstand the challenges faced by growing families. Moreover, family purpose enables family members to understand they are responsible for something larger than their own individual self-interests. Despite the recognition of the important role of family purpose in promoting intentional and responsible wealth transmission, virtually no scientific research has explored it directly. Toward that end, we have conducted a study to explore the conditions under which family purposes develop and are transmitted to future generations. Our presentation will discuss our definition of family purpose, our study design, and—most prominently– our initial findings. Although this presentation will be made by scholars, our study has strong applied implications. We seek to identify—and will highlight in our presentation—steps these families can take to develop and effectively transmit a shared family purpose. With that in mind, we intend to invite some of our study participants, who are members of significant family enterprises, to join our presentation.

The Often-Invisible Role of Women as Family Enterprise Culture Change Leaders: Study highlights

Presenters: Amy Hart Clyne and Dennis Jaffe

Becoming a woman leader in a business family is difficult and under-appreciated. When women become leaders, they naturally connect generations and manage family and business pressures. We share themes and stories from 40 women—two of whom present via video—who became leaders in founding and successor generations.

DESCRIPTION
The roles of women that impact the family and family enterprise are rarely formal and clearly defined. We interviewed 40 women in the Finding Her Voice Study, dividing them into two cohorts—20 in the first generation of family wealth, including co-creators, widows and second wives, and 20 in successor generations, inheritor daughters who became family leaders—about their roles, how they developed, and their impact on the family and family enterprises. One from each group will share their observations via video/in-person. They were pioneers in defining these new and undefined roles and practices. While they were involved in business activities, they also saw their role as a silent partner, mediator between stakeholder groups, culture innovator, and champion of family value transformation. The study looked at the experience of women who have gained control over their family wealth and family enterprise, after centuries of subservience to their husbands, fathers or brothers. This is not a one-time event, but a gradual evolution, whereby women who marry or grow up in wealthy families are increasingly able to take on positions of leadership and influence.

Standing with Giants: The Rising Gen’s Quest for Legitimacy

Presenters: Francesco Barbera, Russ Haworth, and Jamie Weiner

What can we learn from the plight of the rising-gen in prominent families? What is it like to grow up in a ‘land of giants’? How can one’s legitimacy be established in such systems? Learn more in this interactive session where we present the results of our global research project.

DESCRIPTION
The future of work in multi-generational family enterprises is heavily dependent on the ability of the ‘rising-gen’ (i.e., future family business leaders) to shape/change their workplace. We contend that this requires legitimacy. Yet, how the rising gen obtains such legitimacy is only partially understood. Further, different family business systems present different challenges to those seeking legitimacy. In particular, powerful, influential, or prominent family business systems (which we refer to as the ‘land of giants’) can be particularly difficult.

By way of an interdisciplinary research project, which captured and analysed 44 interviews with members of the rising gen in various countries/cultures and across 2.5 years, we present a conceptual model that outlines how those living in the land of giants can establish a sense of personal legitimacy. Augmenting our discussion with real-life, first-hand participation from a rising gen involved in the study, we demonstrate that, once someone has established such legitimacy, they are prepared to make a contribution to their family enterprise with a confidence derived from their individual accomplishments, rather than those of the group.

This session delves deeper into our research study, its findings, the implication of our results, and the necessary paradigm shift for practitioners. Our ongoing research project endeavours to help the rising-gen throughout their quest for legitimacy, and equip them with an understanding of how (either directly, indirectly, or not at all) they wish to be engaged with their family business system. We anticipate that the model we have developed will ultimately support family businesses, and their advisors, in managing the fundamental workplace changes that are unfolding in the 21st century.

Stimulating Long-Term Continuity of Family Firms Through Place-Based Regional Development Policies

Presenters: Judith van Helvert, Eddy Van Hijum, and Bart Hogeboom

This session addresses newly proposed place-based EU family business policy, based on an extensive study with experts, interest groups and policy makers, as well as a survey amongst local and regional governments across Europe. The session is lead by European and regional policy makers and family business researchers.

DESCRIPTION
Despite their significant role in the European Union economy, family businesses are hardly acknowledged as a group of businesses that need specific policies. However, important themes such as succession and access to finance have been addressed by policy makers through policies which aim to improve the fiscal environment and decrease regulatory burden. Last year, a more proactive perspective on family business policies within the EU was introduced by the rapporteur for SME policy of the European Committee of Regions. The rapporteur made a call for place-based family business policies, based on an extensive study performed by family business researchers of Windesheim University of Applied Science. A place-based policy strategy aims to tackle underutilization of potential and seeks to reduce social exclusion in specific areas. The study involved consultation with experts, interest groups and policy makers, as well as a survey amongst local and regional governments across Europe. The results, presented in an opinion and a research report, showed that family business behaviour and performance are strongly locally rooted. As such, family business policies need to be developed and implemented on a regional level. Place-based family business policies require strong ties between family businesses and educational institutions, local governments, financial service providers, chambers of commerce and other actors in the ecosystem. Without this interaction the ecosystem cannot adjust to the (regionally) specific characteristics and challenges of family firms. This session informs the audience on the outcomes of the Windesheim study and its implications for family business policy. Examining the north-eastern part of the Netherlands, where many of these place-based policies are already operationalized, we will present what we have learned so far and what remains to be seen. The session continues by engaging the audience for new ideas on family business policies through the use of Mentimeter.
12:30PM-1:45PM

Lunch

2:00PM-3:00PM
Concurrent Sessions

When Governance Is Not Enough

Presenters: David Bentall, Ellisha Mott, Elyce Simpson, and Ruth Steverlynck

Family office professional and next generation successors explore the impact of emotional intelligence on their careers, relationships and families. By examining the relevance of EMPATHY, PATIENCE, & GRATITUDE, they will demonstrate the limitations of governance structures in contrast to the impact an individual can have on a family system.

DESCRIPTION
Three family enterprise successors will share their individual journeys towards greater emotional intelligence and how their successes and failures can be directly traced to the presence ( or absence) of nine key character traits. This panel discussion will be moderated by a seasoned educator and family office expert, and it will highlight new ways of thinking about how individuals in a family enterprise can have a significant impact on continuity planning and their governance systems. This session will empower both advisors and family members to make a decisive difference in the enterprises they work in and for.

Entrepreneurship: Learned or Inherited? Co-opted or Co-created? Bridging The Generational and Attitudinal Gap Through a Look at Values

Presenters: Debbie Bing and Donna Levin

Family enterprises that crack the code of continuity consider both founder and next generation perspectives on entrepreneurship. Co-presented with the leader of a major academic center for entrepreneurship, this session will explore the generational gap on entrepreneurship, the importance of founder/family values, and how entrepreneurship can be co-created across generations.

DESCRIPTION
Founding generations of successful family enterprises often point to their natural “entrepreneurial mindset” prevailing above all obstacles. Fundamentally, it is in the founding of businesses that innovation and entrepreneurship shine through. How can a next generation repeat that? Meanwhile, next generations wish to “do their own thing” as they see their family’s legacy enterprise not making room for their ideas. Where is the chance for new thinking? Aren’t founders set in their ways and wedded to what’s established? Why the disconnect? Ironically, family enterprises that crack the code of continuity bring both perspectives inside. We will explore several success stories for what they teach us. We will integrate perspectives of a successful business founder now leading an academic institute created to teach entrepreneurship with a family enterprise advisor who helps families bridge these generational gaps. Through cases and frameworks, we will explore:

  • Why do founders and next generations define entrepreneurship differently? For founders, it can mean starting something brand new. For next generations, it can mean reinvention. The disconnect between these views creates an either/or impasse.
  • How can we shift binary thinking (either entrepreneurship can be learned or is genetic), and allow room for both? We’ll explore current approaches to teaching entrepreneurship inside and outside the family business, investigating how academic centers create curricula and some freedom for next generations’ entrepreneurship to emerge and thrive.
  • What is the relationship between values and entrepreneurial ideas? How can a family’s or founder’s values create opportunity versus close the door on needed adaptation? What is required to translate? How can values provide the bridge between what is inherited and what is created?
  • How can entrepreneurship be co-created across generations, strengthening the chances of continuity? What disciplined processes and structures make a difference—from investment funds to spin-offs to open-minded adaptation of existing businesses?

Why the Climate Crisis Dictates the Survival of Family Businesses: A New Coaching Practice for Family Governance Coaches to Address the Next Generation’s Non-negotiable Values

Presenters: Julien Lescs and Mariann Wenckheim

A new coaching method reveals the key to successful intergenerational transition in the context of climate change. Julien Lescs will share the four-step tool and key findings of his recent study. Mariann Wenckheim, chairwoman of an Austrian 4th generation family brewery, will share her experience of this highly-effective process.

DESCRIPTION
We propose a new coaching tool that allows the collective unconscious of family businesses to emerge. This new method reveals that the key to successful intergenerational transition may be the business’ attitude to the climate crisis. Family governance specialists are familiar with emotional barriers to ownership that leave the next generation disengaged. For the next generation, the right response to climate change is a non-negotiable condition for their onboarding. However, few businesses are equipped to understand the dynamics governing their survival in the face of this generational challenge. Families tend to treat their business as “part of the family”. We have taken this common view one step further and personify the business as an actual “family member”. My study explored psychodynamic projections and the emotional relationship with said family actors. It reveals that today’s younger generations project first and foremost their emotions regarding the climate crisis onto the “family member”. This study is the first to merge two psychodynamic tools. Combining a genogram with drawings of the family business has created an entirely new psycho-genealogical tool: The organisation’s persona described by the drawings can be positioned in an individual’s genogram, revealing the constellation of family relationships over a future 20-year period. A simple four step process helps family governance advisors sensitise family members to how the climate crisis may be a question of survival for the next generation. The second speaker, chair of a family business and family governance practitioner herself, will convey how Julien Lescs’ new coaching method created a new awareness for the essential nature of sustainability and the crucial role of the next generation.

From Trust to Impact: Why Family Businesses Need to Act Now to Ensure Their Legacy Tomorrow

Presenters: Peter Englisch

Based on PwC’s Global Family Business survey, this session will explore the key areas where they are lagging behind and our recommendations to address these pressure points and reformulate their recipe for future success.

DESCRIPTION
The 10th Global Family Business Survey comes at a pivotal time as we work to rebuild a strong, sustainable and resilient post-pandemic world. The unique characteristics of family businesses – their values, resilience and commitment to the communities they serve – provided a much-needed anchor during the world’s recovery from the global financial crisis and we believe that once again, they are perfectly placed to take a leading role. At a time when people are looking for ethical behaviour and strong ESG credentials from businesses, family businesses have a head start; they are more trusted than any other form of business and are able to take a long-term view. However our survey reveals some troubling blind spots that we believe will hold family businesses back and could even jeopardise their future and their legacy if not addressed. Using the responses of almost 3,000 owners respondents to our survey and the input of panels of 30 family business leaders across the globe, we explore these weak points, the risks they pose to the future of family businesses, and identify steps they can take to put them in the best place to lead.
3:00PM-3:15PM

Break

3:15PM-4:15PM
Concurrent Sessions

Navigating with Success in Your Family Philanthropy

Presenter: Etienne Eichenberger

Philanthropy is an important and highly rewarding way for individuals and families to make a difference in a rapidly changing world. Like the world around us, philanthropy is changing and transforming, and philanthropic families are seeking out new ways to ensure that their giving is meaningful and impactful. The Family Philanthropy Navigator offers an easy-to-use, step-by-step inspirational guide for new and existing philanthropic families to initiate or enhance their journey in giving.

DESCRIPTION
On completion of this session the audience will have: – understood the importance of philanthropy as an integral part of your family enterprise or ecosystem. – explored the motivation, focus and ambitions of the giving of two families. – understand the approach to include people and organizations a family would like to partner with. – gain clarity on resources, structures and processes needed to achieve impact. – learned from the stories of active philanthropists to inspire and inform giving today.

The Governance Marathon: Advising Families-in-business in Disruption-in-Disruptions

Presenters: Kevin Au, Jeremy Cheng, Marshall Jen, and Marta Widz

Featuring the applied research sponsored by FFI 2086 Society, the session will share practical insights and tools of how advisors can help evolve governance systems together with their client families, integrate emerging thinking and practices, and engage wider constituencies to master the “governance marathon” in the ongoing waves of disruptions.

DESCRIPTION
The session features the applied research sponsored by FFI 2086 Society. Drawing from the wisdom of the global family business community, the research will bring practical insights to live, helping advisors to understand the roles they play to support families-in-business in response to the ongoing internal and external disruptions. Co-creation of the governance durability model sits at the core of the research, and this moves beyond the concept of resilience. By evolving and transforming existing practices, promoting emerging thinking, and engaging a wider set of constituencies inside and outside of the governance system, advisors can help families secure governance durability. We will develop the roles of advisors at three levels. We will first explain the role of owning family and the underlying owner’s mindset and ownership competences (especially for the rising-generation owners) critical in the turbulent times. Advisors play the role of “educator, coach, or mentor” during the “stable time”, but this function could be amplified during a crisis. At the second level, the advisors play the role of system enhancer. In addition to bridging resources to the system, the advisors should assist the “family champion of change” to review and renew the governance system – by better articulating family and corporate governance, encouraging emerging thinking, and setting aside some redundant rules. At the third level, the advisors serve as the mediator of sensemaking, triggering the process of risk perception, disruption preparedness, turnaround, outcome assessment, and learning from this cycle. In brief, we will explore the multi-faceted roles of advisors in enhancing governance durability and share a set of practical tools developed from the research, helping advisors grasp the concept of governance durability, assess whether the model is suitable for their clients, and prepare themselves in their role at each level, individually or collectively as a multi-disciplinary team of advisors.

Starting With the End in Mind Begins With Your Entry

Presenters: Nancy Drozdow and Caleb White

This session will explore what we bring to the difference we hope to make with clients, with a focus on diagnostic interviews and choice of entry. How do ways of working become habitual? Could we be better at entry, using interviews as the crucible for deconstructing our habits at work?

DESCRIPTION
Diagnostic interviews are a critical element in collecting information at the start of a client engagement. We have recently begun to reassess our approach to entry, as we notice we may take for granted some of the most basic elements of our approach. Is enough time spent considering how we ourselves—who we are and the values we hold—can shape the kind of difference we hope to make with our clients? The more experienced we are, the more we can find ourselves making habitual judgments about things like conducting interviews—what to ask, of whom, and how to turn interview notes into something usefully meaningful—in the service of creating real momentum for change. Our ultimate success may be aided or hampered by the approach we take in collecting data, starting with choosing our entry point. Designing a diagnostic interview process for use early on in the engagement sets into motion a series of ideas for “helping” that could potentially be much more potent if unpacked earlier. This session will explore what participants believe they bring both as individuals and as parts of a firm to the difference they hope to make. How does our way of thinking and working become habitual? Even if effective now, could we be better at entry, using interviews as the crucible for deconstructing our habits in our work? We will use a case study from 2020—wherein both in-person and online interviews across three generations were employed—to explore potential choices we can make, and their benefits and drawbacks, when considering design elements of diagnostic interview design. We will then expand to considering entry point more broadly: how can we best leverage entry to achieve both social and “hard” data goals, in service of our client’s aspirations?
4:30PM-5:30PM

Refreshments & Networking in the Exhibit Hall

Friday, October 22
IN-PERSON (All times GMT)
8:00AM-8:30AM

Arrival Tea and Coffee

8:30AM-9:30AM

Plenary: Speaker to Be Announced

9:30AM-10:00AM

Break

10:00AM-11:00AM
Concurrent Sessions

Owners Teams: Cornerstone of Family Business Success

Presenters: Sofie Lerut and Jozef Lievens

A strong owners team can contribute significantly to the success of a family business. Based on our experience from our counselling practice, we developed a model that enhances the cohesion and performance of an owners team.

DESCRIPTION
In the literature and counselling practice, the governance of the business (board of directors) and the family (family charter and family council) have received ample attention in recent years. The governance of the owners group has barely been examined. However, it results from our counselling practice that owners teams play an important role in the steering of the family business. Based on the observations in our practice, we developed a model that helps owners teams to enhance performance and cohesion. Important elements of the model are a shared ownership vision, commitment, a clear allocation of roles, constructive relationships and efficient team management.

From Aspiration to Implementation: Purpose in a COVID Landscape

Presenters: Alexander Hayward and Bridget Kustin

In 2021 who can we trust? For family businesses, their purpose is now a focus for internal and external stakeholders. Through practical insights of a family member, the latest academic research and views from a family enterprise practitioner, this session will pinpoint the practicalities and obstacles to promoting purpose-focused leadership.

DESCRIPTION
Family enterprises find themselves the subject of unique scrutiny in this Covid era. Previous research has shown that family enterprises enjoy high levels of public trust and appreciation, but how can they ensure this position is preserved as we emerge from the COVID crisis?

This presentation will primarily examine the question of purpose and its role in promoting reputation and public trust for family businesses. While there is much promise in families undertaking exercises to understand their purpose, this presentation will also explore the obstacles that can meet family members and their advisors in this endeavor.

This presentation starts by offering insights from The Ownership Project at the Saïd Business School at the University of Oxford, a three-year research project into large (revenue above $1 billion) family businesses.

Drawing on cases studies, as well as quantitative and qualitative research, this part of the session will first outline examples of businesses that have evolved into purpose-led family enterprise.

Next, the presentation moves to practitioner insights from the UK, to outline how advisors can promote purpose-focused leadership at the different stages in the evolution of Family Enterprises.

Drawing on EY’s 7 Drives of Growth Framework, the content will then explore the scenarios that prevent an aspiration from manifesting into reality.

In the third part, a family member from Said Business School’s Family Advisory Board will share their experience in implementing the school’s findings in their own business. Subject to feedback from the committee, the member will be selected to fit the broader geographic or sector coverage.

Conflicts Evolve the Miller family: Shaping the Future for Family Cohesion and Business Success

Presenters: Alexander Koeberle-Schmid and Clare Stirzaker

The four Miller siblings own a second generation diversified family enterprise. Conflicts decrease oversight and nearly stop decisions from being taken. For this family you will help develop solutions to their conflicts, taking account of different perspectives, by using the moderation method “walk of brain” and frameworks.

DESCRIPTION
The four Miller siblings own a second generation diversified family enterprise. Conflicts amongst three brothers and one sister about the strategic development of the firm, decrease oversight and nearly stop decisions from being taken. Two brothers are at the edge of going into war. The sister insists on hiring a family governance consultant. The consultant provides a framework (a) to increase mutual understanding, (b) to structure the conflicts and (c) to find common solutions. The consultant also provides a framework with which the family has all relevant family and business issues on the agenda to prevent conflicts from arising in the future.

Participants will improve their skills of helping families to solve conflicts by using a case study, the moderation method “walk of brain”, a conflict classification (structural conflict, value conflict, data conflict, task conflict, process conflict, relationship conflict), and the “The Owner’s Agenda”, a framework for ensuring strategic cohesion between the owners on family and firm issues. They will experience the different points of view of the four siblings, they will understand their underlying needs and they will develop solutions to the conflicts from the siblings’ perspective. In addition, they will brainstorm on a mutual solution amongst the four siblings. Participants will be able to transfer this knowledge to their client work. This case work and the developed frameworks will help the participants, depending on the level of conflict in the family they are working with, to support their families to solve conflicts and to prevent new conflicts from arising.

The Importance of Role Models for Women Leaders in Family Business?

Presenters: Elizabeth Bagger and Doris Sommavilla

The purpose of the workshop will be to explore with fellow FFI members how we can support women leaders and how we women find role models and how we can help develop role models in the family firm. But first we need to understand how role models can help. Then we will explore what we as advisers can do. Also important to investigate is whether advisors feel threatened or inspired by the idea.

DESCRIPTION
The learnings from these workshop ideas will come partly from the data and feedback from the women who are taking part in our studies. The other part of the learning will come from the workshop participants who will be invited to share their aspirations, their current ways of working and supporting the growth and development of women talent in the family firm and/or any reluctance to do so.
11:15AM-12:15PM
Concurrent Sessions

Why Character Eats Competence for Breakfast: A Unique Approach to Preparing Young Adults for the Complexities of Wealth

Presenters: Andrew Doust and Maddie Pardue

Who before do: Why forming character and identity is essential to prepare young adults for the responsibilities and complexities of wealth

DESCRIPTION
As inheritors from the world’s richest families prepare to inherit $15.4 trillion over the next 10 years few are yet prepared for the influence and assets they will be responsible for inherit. Young inheritors often suffer under the heavy weight of expectations and feel isolated by their family circumstances, lacking the confidence and support to flourish in their lives. They frequently face the pressure of a public profile and may question whether they have an identity apart from the money. Many fail to thrive without close friends who truly understand them. While many families recognize the need to prepare the next generation, most focus on traditional education such as a college degree and MBA and on teaching financial literacy. While helpful, this does not prepare heirs to navigate family dynamics or the unique complexities of wealth. They need a safe space to explore their relationships with themselves, their family, and the world. Focusing on identity, character and purpose formation rather than financial wealth, positions wealth as a tool to be used, instead of a burden to bear. Fundamental to overcoming the pressures of wealth is understanding one’s value apart from it. Just like strong values and unity are keys to a family’s long-term success, a greater sense of identity, character and purpose will help establish young adults with wealth so that they are well positioned to invest their strengths and energy in leading the family.

The Need for Self-Differentiated Leaders in Times of Crises

Presenters: Michael Cody and Ian Macnaughton

Does your current leadership development program offer vertical development opportunities? In this 1 hour session we will be providing participants with an experiential learning opportunity to ‘Walk the Cube’. Come and experience what a vertical development leadership course feels like.

DESCRIPTION
In this session, we will argue that it is crucial in times of crisis to have leaders who are self-differentiated (or in the higher stages of adult development). Most existing leadership programs and courses only teach horizontal skills and do not offer participants opportunities to develop self-differentiation or vertical skills. But, it is possible to teach these skills and we will show this by offering all the participants a chance to engage in an experiential exercise called ‘Walk the Cube’.

Unleashing 8,000 Years of Nomadic Wisdom to Build Stronger Resilient Family Businesses

Presenter: Anthony Willoughby

This session will provide you with totally fresh perspectives on change, transformation and leadership development based on what he learnt from time with nomads. Anthony believes this is very relevant to leaders who are now grappling with the best way to lead and adapt in changing and hostile business environments.

DESCRIPTION
I believe the greatest challenge and opportunity in my life so far has been the freedom of choice to shape my own destiny. I think this is the case because we are one the first generations since our ancestors left the cave to have the freedom of choice to shape our own destiny. In the past much of my sense of identity and self-confidence would have evolved as a result of belonging to social systems, tribes and extended families. I would have known what was expected of me, where I belonged and how I would be recognised. Since Confucius and Plato are as relevant now as when they originally wrote it would seem that human nature has remained much the same. Thus, I wonder if finding peace of mind, happiness and inspiration today, might come not from new philosophies or technologies but from the support-systems our ancestors relied upon. My quest has been to discover what I must understand about myself, human nature and the laws of Mother Nature, so that my freedom of choice can supply me with the same sense of identity and reassurance my ancestors enjoyed. Today I have all the personal freedoms to question what I want but none of the traditional security of the past. My journeys on this quest so far have taken me through the jungles of Papua New Guinea, across deserts and to the top of mountains in China and Africa. This route has not led me to the academic or scientific information of books or libraries but to travelling the world; living in Japan for over 30 years and spending time with people compassionate enough to guide me through their own specific territories of knowledge, wisdom and experience.
12:15PM-1:30PM

Lunch and Annual Meeting

2:00PM-3:00PM
Concurrent Sessions

The Hero Journey: An Ancient Narrative Model for a New Practice

Presenters: Rania Labaki and Guillermo Salazar

We present a fresh and practical look at the old storytelling models that were operating for thousands of years, as a new methodology for the transmission of the values and principles that will inspire the entrepreneurial behavior of the next generations of families in business.

DESCRIPTION
Succession is a key concern in family businesses. The next generation is expected to take over and perpetuate the entrepreneurial spirit. While there have been many studies on developing entrepreneurial attributes, considering the impact of the family storytelling and the role of the myths towards this endeavor have been only recently acknowledged. Several myths exist as archetypes in the collective unconscious of the family. The power often stems from the heroic myth of the founder. The becoming of the hero requires other elements of the plot. Additional archetypes, standing as part of the ‘plot’, serve to reinforce the myth of the hero, (the clowns, the fools, the Master, the trickster, the Shared Dream…).. The hero stands therefore as the center of gravity and the other members are in his or her orbit. In the same time, these myths need to be carefully considered and addressed as they appear as a double sword. On one hand, they can create fascination and motivation for entrepreneurial behavior. On the other hand, they can create fear and hinder self-confidence in the next generation. Under certain conditions and over time, these myths need to be explored, understood, reinvented or redefined to reach desirable succession goals.

Building on insights from research (Carl G. Jung works on archetypes, Joseph Campbell on the Monomyth of the Hero, Jeffrey Sonnenfeld on the Hero’s Farewell Lawrence Rubin on using Superheroes in counseling and Labaki et al., 2018) and from more than two decades of advisory practice with a focus on succession, this experiential session addresses the Hero myths and related archetypes in family businesses as a methodology that can be used to enhance the next generation’s entrepreneurial potential. Some of key learnings will be inspired by the preliminary findings in an in-progress research.

Upping Your Entrepreneurial Game: How to Empower the Next Gen and Build Resiliency

Presenters: Nick di Loreto, Judy Lin Walsh, and Arnaud de Conick

All family businesses start with an entrepreneur, but not all have one now. Why aren’t more families developing entrepreneurs? Because it’s hard. Uncertainty and fear of failure are powerful deterrents. Yet, it’s essential for resilient family businesses to cultivate entrepreneurial drive. We describe a framework using a live European example.

DESCRIPTION
Business families who achieve great wealth and hold onto it for generations know the secret is not to rest on their laurels, but to continually promote the entrepreneurial spirit that led to their initial success. Instilling that entrepreneurial drive in general isn’t easy, especially in a family business. On the one hand, the talent and drive to turn a great idea into an enterprising business doesn’t always transmit across generations. And even when it does, fear of failure and complacency can often deter even the most risk-seeking family members. Even when families do try to cultivate entrepreneurship, they often get it wrong. Some try to build complex structures that clarify the rules and processes, often without the input of the next generation. Others veer to the opposite extreme, suggesting their next generation entrepreneurs should figure it out for themselves. After all, great entrepreneurs don’t just talk, they do, right? Through a mix of lecture and live case discussion with a European business family member, our session will:

  • Articulate impediments to developing great entrepreneurs in business families – and why they come about. Fear of failure, lack of structure, and complacency, to name a few.
  • Suggest concrete actions business families can take to create an ecosystem that cultivates entrepreneurial skills: Sharing stories, creating structures, calibrating support, and giving space.
  • Introduce a tool to encourage discussion about what is working and what could be improved in pursuit of an ecosystem that develops great entrepreneurs
  • Foster discussion about experiences and successful practices of the participants to hone understanding

Rule of Law Benefits in Family Governance

Presenter: Barbara Hauser

The international field of family governance has developed a large number of helpful tools–such as mission statements, family constitutions, family offices etc–but they are lacking in elemental principles of justice. Learning to apply the Rule of Law as a framework supplies the needed principles of justice and fairness.

3:15PM-4:30PM

Closing Reception and Kickoff to 2022 Conference