The Family Business Continuum

With the assistance of Grand Valley State University Family- Owned Business Institute, Family Business Alliance has established a Family Business Continuum to help family businesses understand the distinct axes of the family business life cycle and improve the opportunity for multi-generational success. These axes can be used to identify the current stage of the family business and charter a course of succession.

Business Axis identifies the different stages a family business goes through from start up to decay or regeneration, across time.
Ownership Axis identifies the key and controlling stakeholder(s).
Leadership defines the experience and engagement of family leadership in the business.

Engage with the interactive model to classify your organization on the Family Business Continuum and access complimentary resources tailored to your organization.

Want To Know More?

For more information on the benefits of Family Business Alliance Membership and receive updates on upcoming events and resources, please connect with us.

Business Axis

Business Axis
Ownership Axis
Leadership Axis

Identifies the different stages a business goes through from start up to decay or regeneration, across time.

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Start Up Young business founded on entrepreneur model and founders’ ability to offer a product or service.

Growth & Formalization New levels of competition increase as the company leaves the niche market and enters larger more competitive areas. Requires strategic planning and management that may also engage outside professionals and more formal operating processes and procedures.

Maturity & Stability Focus on development of organizational talent and creating a structurally flexible framework to rapidly manage threats or take advantage of opportunities that arise in meaningful ways.

Regeneration Key stakeholders face a strategic choice between further growth and maturity. If growth or reinvention is not prioritized these businesses have a heightened risk of decline.

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Start Up

Growth & Formalization

Maturity & Stabilization

Regeneration

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Board of Directors Workshop

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Identifies the key and controlling stakeholder(s).

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Founders Dream First stage of ownership. Owner(s) makes all decisions.

Sibling Partnership Siblings jointly own shares of the business. Leadership maybe singled out to a primary family member.

Cousin Consortium More mature ownership model that includes extended family through multiple generations.

Distant Relatives Extension of the initial family circle to include and facilitate family succession.

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Founders Dream

Cousin Consortium

Sibling Partnership

Distant Relatives

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Defines the experience and engagement level of family leadership in the business.

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Leading the Business Control is held to either one primary family leader or shared among siblings. Leadership oversees all strategy and operations.

Joining the Business   Introduction of the potential successor(s) to build professional experience, operational experience and respective industry knowledge. Younger generations are learning the business operations and are in the early stages of leadership. At this stage, business implements professionalization of roles and key formal processes are developed.

Working Together Next generation has its own visions and often a strong desire to introduce more strategic thinking, maybe taking on mid-level roles in management. Expansion phase is often linked to the family business’ need for restructuring which may include development of board of directors, family governance policies, and family council meetings to create effective management and direction.

Passing the Baton Leadership succession can span more than a decade as a succession plan is created and implemented. Each generation transitions to new roles both internally and externally. The family may also sell or expand to different markets. A Family Business may evolve to a Family Office.

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Leading the Business

Joining the Business  

Working Together

Passing the Baton

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anemptytextlline
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Article

These issues and others can create barriers to planning for a transfer of the business to the next generation.

anemptytextlline
anemptytextlline

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Article

Understanding the key stages of the family business in relation to ownership, leadership, and business.

anemptytextlline
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Transition to Transformation - Capital Structures That Work For You.

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Strategic Planning for the Next Generation

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Join us for this workshop where subject matter experts will offer insight into NextGen planning in the three critical spheres: family, business, and ownership. It is essential for family businesses to effectively plan in each of these separate, but overlapping, spheres in order to prepare the rising generation to participate in each sphere that will likely include them in the future.

anemptytextlline
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Part 3, NextGen Series: A Leader in All of Us

Event

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anemptytextlline
anemptytextlline

15th Annual Family Business Forum: A Story of Family Business Transformation

Event

Not many companies have been replaced by the raging technology of the 8-track player and are still here to speak of it. Learn how FIDELITONE transformed their company from a phonograph needle manufacturer to a third-party logistics provider. Hear about their journey as a privately-held company, the key drivers that helped their transformation and how the company continues to sustain growth.

anemptytextlline
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Podcast

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The Family Constitution: A Foundation for Family Alignment

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Family constitutions (and similar documents referred to as “charters” or “protocols”) are often a centerpiece of family agreements and governance for mature family enterprises; yet, the purpose and origin of the constitution can be very different from family to family.

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anemptytextlline

Changing Disagreement into Dialogue: How to Manage Conflicts and Enhance Communication

Article

Conflict is a natural component of family relationships, and it affects family enterprises in several ways. Many families benefit from the healthy expression of disagreement and managing conflict proactively. Still, others struggle with conflict that may originate from years before and continues to impede the family’s ability to make business decisions or enjoy their family relationships.

anemptytextlline
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Your 7-Step Plan for Creating Chaos in Your Family Business

Article

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Podcast

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Leadership Skills that Deliver

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The Secret to Effective Family Business Leadership

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Understand the Complex Dynamics of Successful Decision Making

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anemptytextlline

New Research Suggests Family Business Profit in Risk Taking

Podcast

Family businesses perform better in highly competitive environments if they invest in risky activities like mergers and acquisitions, according to new research on risk aversion versus performance in family-owned firms.

anemptytextlline
anemptytextlline

Female Leadership in the Family Business

Podcast

-

anemptytextlline
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Why Won’t My Parents Retire and Let Me Run the Family Business?

Article

If you have spent your career preparing to take over the family business, it can be frustrating to wait for the senior generation to decide that they are ready to retire.

anemptytextlline
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Exit Planning Series – Are you Ready to Make an Ownership Transition?

Article

A transition of company ownership, whether internal or external, is a complex process. Before attempting to sell a business, owners should make sure they are ready. This means determining their desired outcome, developing transition thinking, understanding options, and assembling a solid advisory team.

anemptytextlline
anemptytextlline

How Servant Leadership Can Ensure the Long-Term Success of the Family-Owned Business

Article

Servant leadership, a philosophy in which the main goal of the leader is to serve, differs drastically from the traditional leadership model where the leader's main focus is the thriving of their company or organization.

anemptytextlline
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Eight Takeaways from Tax Season for Family Business Owners

Article

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anemptytextlline
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Succession can be Non-Family Too

Article

Many family businesses believe that succession only involves developing leadership within the next generation. Often this is true. But with the advent of millennials seeking careers outside the family business, many companies are looking for other succession options.

anemptytextlline
anemptytextlline

Family Succession: How to Achieve Equity

Article

Family businesses need to pass along ownership to certain members of the next generation who are most capable of continuing the business. Second, they should also strive to equally divide "all" assets so family members who don't receive business ownership will still feel they are treated fairly.

anemptytextlline
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Article

There are steps family members and coworkers can take in order to create a more advantageous and harmonious work environment.

anemptytextlline
anemptytextlline

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Article

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anemptytextlline
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Article

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anemptytextlline
anemptytextlline

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Article

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anemptytextlline
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Sources:
Ivan Lansberg, Succeeding Generations; Thwart Magazine, Family Business Life Cycle; Forbes How to Use the Family Business Life Cycle to Personalize your Family Office.

The Family Business Continuum

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Identifies the different stages a business goes through from start up to decay or regeneration, across time.

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