La fortaleza de una empresa familiar radica en su capacidad para evolucionar, manteniendo vivos los valores que la fundaron.
Family businesses play a fundamental role in economic and social development, not only for their ability to generate employment and wealth, but for the deep connection with the values that base them. However, as time passes and generations happen, the challenge of balance to adapt to changes with the preservation of the original business identity arises. The key to a successful transition and the continuity of a family business lies in how succession is managed and in the creation of a solid structure that respects both the values and the evolution of the business.
Family businesses combine economic aspects with a strong human dimension. The ability to think in the long term, the commitment to the community and the focus on people give them a unique advantage, but also face challenges inherent to the passage of time, generational tensions and the need to adapt without losing their essence.
To guarantee continuity, it is essential that family businesses have institutional tools that manage these challenges strategically. This includes a clear property structure, a flexible governance model and a succession process that, beyond the technical, also contemplates the human factor.
The six stages of the legacy: a generational trip
Family businesses, such as people, cross different stages as they mature. Generational wisdom plays a crucial role in each of these phases, which, when they are properly managed, allow both business and family ties to strengthen. The six key stages are:
1. Learn to do: Younger members learn from the experience of the elderly, acquiring fundamental knowledge.
2. Know how to do: Knowledge becomes practical skill, and the second generation begins to reins.
3. Do: The intermediate generation assumes leadership, implementing new strategies for business growth.
4. Teach to do: Intermediate leaders transmit their experience and vision to new generations.
5. Let do: The greatest give control to new generations, allowing them to make key decisions.
6. Stop doing: The founders withdraw, leaving a solid legacy and the satisfaction of having created something lasting.
When three generations are respected and learn to live in their roles, the family legacy is not only preserved, but grows, evolving without traumatic ruptures.
“When three generations coexist respecting their roles, the company blooms.”
The moment of relay: reconfigure to rebuild
The generational relay should not be seen as a threat, but as an opportunity to renew and rethink the structure of the company. This moment is ideal to review the property, professionalize management, incorporate external directors or open capital to new partners, if necessary. The objective is not only to ensure family control at all costs, but to ensure that the company continues with its original mission in the hands of those who are committed and prepared.
‘The best inheritance is not a company standing, but a company with a shared purpose’
Key questions during this process include:
- Who will lead?
- How are decisions made?
- What should change and what should remain the same?
“Succession is not a threat, it is an opportunity to rethink the future.”
The risk of short -termism: a silent warning
In some cases, family businesses, trying to ensure their short -term survival, sacrifice their essence. Many fall under the control of investment funds with an immediate vision, thus losing the emotional connection with employees, customers and the community. A company that blurs to survive not only loses control, but also loses its soul, its reason for being.
“A family business that blurs to survive loses more than control: loses soul.”
The best inheritance: a company with a shared purpose
The best inheritance that a generation can leave is not only a company that endures, but one that is still alive with a shared purpose. Knowing when to retire is as important as having founded the business with vision. Successful succession does not depend only on giving control, but on transmitting a common vision, values that persist and the ability to adapt to circumstances.
“The best inheritance is not a company standing, but a company with a shared purpose.”
The future of family businesses is in the capacity of new generations to learn, adapt and make wise decisions. The well -thought succession, the preservation of values and the shared vision are the pillars that will ensure the continuity of the company in the long term. The true legacy of a family business is not only measured in its ability to last, but in how its mission is always relevant, over time.
“It is not the time that determines the legacy of a family business, but the wisdom with which it is transmitted.”
About the author:
Twitter: @mariorizofiscal
The opinions expressed are only the responsibility of their authors and are completely independent of the position and the editorial line of Forbes Mexico.
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