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There are many different ways to use shared family capital, whether it’s growing the business, investing in sustainability or philanthropy or supporting the family’s lifestyle needs. As the family business(es) and wealth grow and become more complex, it’s increasingly difficult to get a full picture of all the moving parts and effectively manage and oversee the shared portfolio. When that happens, it’s easy to lose sight of how the family capital aligns with the mission, values and objectives of the family—the glue that keeps it all together.
We’ve created a framework to help family enterprises get a full picture into shared assets and the sources and uses of capital. The framework creates the structure and required components to gain alignment of all stakeholders and necessary parties, including family members, advisors, other entities and outsourced portfolio managers that may also work with the family. When all the required components work together, the path to achieving your desired outcomes will become more clear.
In our white paper, we explain how to create a governance and operating model, and the reporting and measurement systems needed to successfully use the shared family capital framework and make sure your family business is around for generations to come.
This white paper is the culmination of a virtual event series, Family Wealth Continuity Webinar Series, Family Capital Strategy: A Holistic View, which took place between August and December 2020. The webinar, hosted by The John L. Ward Center For Family Enterprises and in collaboration with Egon Zehnder, introduced the family capital strategy framework and how best to apply it to family enterprises. Special thanks to German Herrera, Family Business Advisory Practice Global Co-leader at Egon Zehnder and Jennifer Pendergast, John L. Ward Clinical Professor of Family Enterprise and Executive Director of the John L. Ward Center for Family Enterprises.
How to use the framework to develop your own shared family capital policy
Create an inventory of sources and uses of family capital and evaluate current allocation
Establish decision making authority, governance and embedded family functions
Family Enterprises Leader, PwC US
Family Office Leader, PwC US
Managing Director, US Family Enterprise Advisory Services, PwC US