Family Business

While it is well known that family businesses can be extremely successful business models, unfortunately, it is also known across the world that they suffer a very high failure rate. Statistics suggest that fewer than 6% of family businesses survive beyond the third generation.

Governance

Family businesses deal with challenges that every other business must face. However, unlike non-family run companies, they must also deal with family issues. This combination makes the family business strong and unique, but also more complex.

The issue of successful family business continuity is a major concern in the Middle East, as a significant number of family businesses will go through a generational change in the next five to ten years.

Our Family Business Advisory Team has experience of working with families in the Middle East and Europe, both large and small as well as with families in the “founder” generation stage through to those at the third generation stage and beyond. We have successfully implemented family governance structures such as Family Councils with the principal focus of addressing key issues facing any family business, such as conflict management, succession planning and continuity planning. Our role is to assist families to build clarity and unity of vision and create a set of rules or protocols which will form the basis of their business relationship in generations to come.

Business strategy

We support family businesses in assessing and developing their organisational strategy to ensure business success and sustainability. Based on in-depth knowledge and regional and international benchmarking, our Strategy Advisory Team helps the business to better understand current challenges and opportunities, future trends, the competitive landscape, internal strengths and weaknesses, and to evaluate the strategic factors affecting their business.

We engage the management team in the development of the organisation's strategy to ensure competitive advantage and sustainability, focusing on key issues facing any family business such as what businesses should the family be in, how can executives at the corporate level create tangible advantage for their business that makes the whole more than the sum of its parts, how should the family measure and control performance, and where will the organisation be in three, five and ten years?

To find out more about our Family Business Advisory Services, please see the attached document.