FOR THE SUPPLIER
- you are afraid of entrusting the ” result of a lifetime of work ” to a successor who you think is not yet ready;
- OK you are the Owner, but sooner or later, you will have to take the helm;
- you are undecided whether to give continuity to the company in the family or with external managers.
- “the old man doesn’t want to let go of the wheel”;
- fear that you are not prepared to take the decisive step towards the responsibilities that an owner knows how to take;
- you are undecided whether to continue or “change job”.
THE OBSTACLES TO GENERATIONAL CHANGE
INEXISTENT BORDERS BETWEEN WORK AND THE FAMILY. ROLES NOT DEFINED
RESISTANCE TO DELEGATE RESPONSIBILITY AND LACK OF TRUST
LACK OF PROJECT FOR THE TRANSFER OF DELEGATIONS AND PLANNING
The so-called ” family businesses ” generally arise from the idea and skills of an entrepreneur and develop on the basis of his leadership, often autocratic and self-referential.
In these companies everything revolves around the charismatic figure of the founder and hence the difficulty of the heirs in taking over the management of the company. A popular saying goes “ the first generation builds, the second maintains, the third destroys! ”
Generational succession , if poorly managed, represents a considerable risk for all relations with the territory, as well as for the numerous jobs. Essential pre-requisites for a good corporate strategy are the presence of charismatic leadership, widespread teamwork and the clear separation between “family” and “company”.
The generational transition in the family business must be managed with great care.
The Generational Handover Consulting service for the generational handover in the company not only involves the economic-financial aspects typical of forms of transition, but also affects the emotional-relational sphere of the subjects involved.
Management Consulting facilitates the transition, promotes communication between different generations and supports the introduction of management and control systems that make use of the experiences and teachings of those who have governed the company and help new leaders to continue independently.
THE PASSAGE PROJECT
To facilitate the delicate process of the transfer of company delegations and responsibilities, after an analytical, envisioning and comparison phase, a real project is created to be implemented with a precise timeline to be respected (together with the family pact). A detailed and operational document that illustrates the generational change step-by-step.
The family can decide to make the project operational, making use of the support of an Executive Coach who works with family members and managers, both individually and as a team. Coaching promotes awareness of new roles and accompanies the management of this important phase of change.
WHY A GENERATIONAL CHANGE CONSULTANT?
The so-called “family businesses” generally arise from the idea and skills of an entrepreneur and in most cases the entry of children, relatives and grandchildren is not managed with the right attention.
It is often taken for granted that if the father was capable, the children or grandchildren also have the same will or ability to carry on the challenge.
In a VUCA (volatile, uncertain, complex, ambiguous) world, a company cannot afford to have a corporate structure that burdens the definition of strategies or slows down operations.
The separation of business and family and the definition of precise and shared rules ( family pact ) are the minimum condition for building the company’s future.
Because the management of this fundamental and critical obligatory step is crucial for the survival of the PMI company.
Unfortunately, only 30% of family-run businesses reach the second generation and less than 15% reach the third.
With the support of a Management Consulting and Business Coach (Professional Certified Coach of the ICF International Coach Federation) you can obtain three great benefits.
CONSULTANCY, EXPERIENCE AND MENTORING
EXTERNAL VISION AND MODERATION
METHOD, STRATEGY, TOOLS, ORGANISATION
THE PROCESS OF THE GENERATIONAL CHANGE
THE ANALYTICAL PHASE
In the first phase, the key people of the company, family members, managers and company managers are interviewed. Individual vision, career plan, strengths, areas for improvement and behavioral trends are recognized and clarified.
Tools: semi-structured interviews, questionnaires, Extended Disc Behavioral Analysis, sociogram, Assessment PDA.
THE DESIGN PHASE
The second phase is that of the actual construction of the consultancy project of the generational handover and of the family pact. The corporate vision, the human resources necessary for the company, the future strategy, the most suitable organizational structure, the necessary planning are defined.
Tools: personal envisioning, group executive coaching, organizational analysis, climate analysis, project management, business planning.
THE EXECUTION OF THE PROJECT
In this phase, when there is already a well-defined and detailed generational change project, the individual projects are made operational. The activities that will make the project “operational” are organised, defined and programmed.
Tools: Executive Coaching, Organizational Coaching, Corporate Coaching, e-learning training, corporate workshops.