Family Business: Third Generations Tensions (PowerPoint PPT Slide Deck)

FAMILY BUSINESS PPT DESCRIPTION

This product (Family Business: Third Generations Tensions) is a 26-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.

When it is time for a family business to bring in a new generation, the ensuring complexity can pose a threat to survival. Every chain is only as strong as its weakest link. The old adage remains apt for family businesses whose weakest link is typically between the second and third generations of ownership. It is at this point when the dispiriting seeds of value destruction take root. In fact, only 13% of family businesses make it past the third generation.

What makes the transition so difficult? In a nutshell, siblings in successful second-generation firms are confident in the benefits of family cohesion and are able to manage collective ownership. They are adamant about following the traditions of the founder and preserving the legacy of his or her outsize personality.

However, when the transition to cousins and third-generation owners begin, this dynamic begins to change. The owners become more numerous and more diverse. There are a number of tensions that a family business must resolve to effectively make it past the third generation.

This presentation discusses the 4 critical tensions in the third generation of a Family Business and the 4 core areas when tensions must be called out and defused.

1. Family Values
2. Exit Planning
3. Portfolio Management
4. Talent Management

Having a comprehensive understanding of the Tensions in the Third Generation will allow family businesses to better strategize how to approach these tensions and successfully conquer them to achieve a successful transition.

This deck also includes slide templates for you to use in your own business presentations.

The presentation highlights how family businesses can leverage their unique strengths to drive change and innovation. It also provides actionable insights on how to manage the transition from siblings to cousins, ensuring long-term success.

Source: Best Practices in Family Business PowerPoint Slides: Family Business: Third Generations Tensions PowerPoint (PPT) Presentation Slide Deck, LearnPPT Consulting

FAMILY BUSINESS PPT SLIDES

Strategic Capital Allocation in Family Business Portfolios

This PPT slide outlines the parameters for managing a family business portfolio, emphasizing the allocation of capital across various asset types. It categorizes assets into 3 main groups: controlled operating companies, non-controlled operating companies, and financial investments, excluding real estate, along with real estate assets.

In the "Controlled" section, it highlights sector-focused companies where the family group maintains full ownership. The levers for these companies include active ownership, synergy realization, and capital allocation. The measures of success for these entities are net income growth, Economic Value Added (EVA), and Return on Invested Capital (ROIC).

The "Non-controlled" section discusses companies where the family has a relevant, but non-controlling stake. Here, the focus shifts to stock and investment selection as well as capital allocation. Performance is gauged through appreciation, dividend payouts, and ROIC.

The "Financial investments" category encompasses cash, equities, fixed income, and other financial instruments. It emphasizes the importance of selecting investments that yield returns above benchmarks, aligning with the family's financial goals.

Lastly, the real estate section includes income-generating properties and family-managed assets. It also mentions land banks, with performance metrics focusing on yield for income-generating assets and overall value appreciation.

This structured approach to portfolio management allows family businesses to balance collective and individual needs, ensuring that capital distribution aligns with strategic objectives. The slide serves as a critical tool for understanding how to effectively manage diverse assets within a family business context.

Challenges in Transitioning Family Business Ownership

This PPT slide presents an overview of the challenges faced by family businesses during the transition from the second to the third generation of ownership. It highlights that only 13% of family firms successfully navigate this transition, often due to the complexities that arise when siblings in the second generation have established their competencies. These siblings tend to be confident in the benefits of family unity and are committed to maintaining the founder's legacy. They also view the family as an optimal vehicle for wealth investment.

The slide further elaborates on the dynamics involved when ownership shifts to cousins and other third-generation members. Unlike the limited number of siblings, cousins introduce a larger and more diverse group of owners. This diversity encompasses variations in age, geography, needs, and interests, complicating the ownership structure. The transition from a close-knit family group to a broader partnership can create additional tensions.

Moreover, the slide notes that the business environment itself is evolving. Companies are becoming larger, more diversified, and increasingly complex. This evolution presents strategic challenges, particularly at a time when the management capabilities of the firm may be under significant stress. The interplay of changing family dynamics and external business pressures can lead to a precarious situation for family firms, making it crucial for stakeholders to recognize and address these tensions proactively.

Exit Planning Parameters for Family Businesses

This PPT slide outlines the parameters of exit planning for family businesses, emphasizing the importance of establishing a clear ownership philosophy. It categorizes various aspects of exit strategies into a spectrum of control, ranging from loose to tight control.

The first parameter is Timing. Options vary from ad hoc requests at the seller's discretion to structured buyouts that occur periodically, allowing for liquidity events every few years or once per generation. This flexibility in timing can significantly impact the financial health of the business and its stakeholders.

Next is the Prioritization of Buyers. The options range from allowing any eligible shareholder to buy in, to prioritizing branches of the family, with the tightest control limiting sales to the owner's branch only. This illustrates how family dynamics can influence who is deemed eligible to participate in ownership transitions.

Funding options are also critical. Businesses can utilize company funds through equity or debt, or establish a redemption fund, which serves as a liquidity pool managed by the company. Seller credit is another option, allowing for staggered payments over several years, which can ease financial strain during transitions.

Valuation methodology is the final parameter discussed. It can range from market value assessed by a third party to a pre-agreed formula based on key financial metrics. The tightest control option is book value or a multiple of it, reflecting a more conservative approach to valuation.

Overall, this slide serves as a valuable framework for family businesses contemplating exit strategies, highlighting the need for careful consideration of timing, buyer selection, funding, and valuation methods.

Resolving Tensions in Third Generation Family Businesses

This PPT slide outlines 4 critical tensions that arise when family businesses transition to the third generation. This transition often brings underlying issues to the forefront, requiring resolution for the business to thrive.

The first tension contrasts the view of the business as a source of pride and tradition against its perception as a financial investment. This duality can create friction among family members, especially when differing values about legacy and profitability emerge.

The second tension focuses on growth and risk-taking versus liquidity and risk aversion. Family members may have divergent views on whether to pursue aggressive growth strategies or prioritize financial stability, which can lead to strategic disagreements.

The third tension addresses employment policies within the family. It highlights the conflict between maintaining a strict policy on family employment and the need for a meritocratic approach to remain competitive. This issue can complicate hiring decisions and affect morale among family and non-family employees.

The fourth tension revolves around decision-making processes. It juxtaposes the comfort of consensus and collective needs against the necessity for individual freedom and agility. The delegation of power requires trust and a shared vision, which can be challenging to establish in family dynamics.

Understanding these tensions is crucial for family businesses as they navigate generational transitions. The slide suggests that these issues may have been present all along, but often suppressed in the name of family unity. Addressing them head-on is essential for ensuring long-term success and harmony within the business.

Models of Family Employment in Business

This PPT slide presents an analysis of 4 distinct models that family businesses employ regarding the employment of family members. It emphasizes the challenges these businesses face in creating a meritocratic environment that effectively attracts, develops, and retains talent.

The first model, "Clear separation between business and family," indicates a strict boundary where no family members are involved in the business operations. This approach can help mitigate conflicts of interest, but may limit the familial influence on the company’s culture and decision-making.

The second model, "Strict selection of future top executives," allows only the most capable family members to join the business. Once selected, these individuals are groomed for leadership roles. This model aims to ensure that only the best talent is promoted, but could lead to feelings of exclusion among other family members.

"Up or out" is the third model, characterized by less stringent entry criteria for family members. However, it maintains rigorous standards for advancement within the organization. If family members do not meet these standards, they are counseled to leave. This model encourages high performance, but may create tension among family members who feel pressured to continually prove themselves.

The final model, "Inclusive," permits any family member to join the business. While the promotion criteria are meritocratic, family members can remain in mid-level roles even if they do not meet the high standards for advancement. This model fosters inclusivity, but risks stagnation if not managed carefully.

Overall, the slide highlights the importance of aligning family employment models with the overarching goals of the business while managing expectations for future generations.

Critical Tensions in Third Generation Family Businesses

This PPT slide outlines 4 critical tensions that arise during the transition of family businesses from sibling ownership to cousin ownership in the third generation. It highlights the challenges that can emerge as the ownership group expands and diversifies, leading to potential emotional distances from the founding generation.

The first tension contrasts the "Source of pride" with the "Source of wealth." This suggests that as the business grows, pride in the family legacy may clash with the financial realities of wealth generation. The second tension addresses "Wealth creation" versus "Wealth preservation," indicating a potential conflict between the desire to innovate and expand versus the need to protect existing assets.

The third tension focuses on "Collective needs" compared to "Individual needs." This reflects the struggle between the interests of the family as a whole and the aspirations of individual family members, which can lead to friction in decision-making. The final tension juxtaposes "Source of employment" with "Emphasis on meritocracy," pointing to the challenge of balancing family employment with the need for qualifications and performance-based roles.

The slide concludes with a note on the complexity of family dynamics, emphasizing that family members often juggle multiple roles, which can complicate relationships and decision-making processes. Understanding these tensions is crucial for stakeholders in family businesses as they navigate the intricacies of generational transitions. This insight can guide strategic planning and conflict resolution efforts, ultimately supporting the sustainability of the family enterprise.

Integrating Family Values into Strategic Business Decisions

This PPT slide titled "Family Values – Overview" outlines the critical role that family values play in guiding strategic decisions within a family business context. It identifies key conditions under which these values operate and provides a supporting framework that emphasizes their importance across generations.

The first section highlights that positive values, often rooted in the company’s founding, are essential for the enterprise's survival. These values serve as a bridge connecting the past, present, and future, fostering unity among owners and managers while shaping the corporate culture. This connection is crucial for maintaining continuity and coherence in the business's strategic direction.

The supporting framework elaborates on the necessity of both generations collaborating to establish a common set of values. It stresses that family business values should not remain theoretical; they must be actively integrated into business operations. Transparency and two-way communication are emphasized as vital components of this integration, ensuring that all stakeholders are aligned and informed.

Additionally, the slide points out that engaging in philanthropic activities can effectively unite family owners and nonfamily employees. This informal setting can inspire collaboration and strengthen relationships, reinforcing the shared values that underpin the business.

Overall, the slide conveys that values are not just abstract concepts, but must be made tangible and actionable. This approach not only enhances internal cohesion, but also positions the company for long-term success by embedding its core values into everyday operations and strategic initiatives.