Family Governance & Succession Planning

  • A family-owned business faces the challenges that every type of business faces, but, unlike a non-family run company, it must also deal with family issues.

    Where other businesses might measure success in quarters, family-owned businesses measure them in generations. Where others might focus uniquely on value, family businesses also focus on values, including preserving the company for the next generation.

    Family dynamics and non-business considerations can derail even the most profitable enterprise, particularly when catalysed by events such as a generational transition, or an external economic crisis.

    At VCS, our Family Business Advisory Team has experience in working with families both large and small and assists them in creating family governance structures that achieve sustainable long term success.

    We share your concerns and skepticism and we are here to assist you. We have a keen understanding of the unique dynamics of family businesses, and we have the tools, experience and focus to help you optimise the positive forces in your family enterprise, while anticipating and minimising any conflicts or perturbations.

The advantages of good family governance:
It increases awareness of the links between the family and the business.  
It clearly differentiates issues that specifically concern the management and the owners.
It provides new opportunities for more effective communication within the family.
It ensures better basic and advanced training for family owners.
It documents and addresses the expectations of individual family members.
It ensures that every family member understands their role within, and their responsibilities toward, the business.
It sets a reference point for future generations.
We can support you in the following areas:
Business succession  
Family values and strategy
Compensation models for management and the supervisory board
Promotion of entrepreneurial skills
Developing future generations
Drafting a family constitution
Dealing with advisors
The family's influence on decision-making
Selecting managers from outside the family
Dividends versus investment
Transfer of shares within the family
Inheritance and ownership (Various holding structures like Trusts, LLP's etc)
Communication within the family
Personal versus business demands