04/01/2018
FAMILY BUSINESSES GOVERNANCE MECHANISMS
Managing and/or running family businesses, whether sole proprietorship, partnership or limited companies have their fair share of challenges. These challenges can easily be surmounted if the right prescription is administered.
Among the many challenges faced are the following:
1. Lack of a clear distinction between family and business issues:
2. Limited sources of resources to assist in business growth;
3. Family members tending to look upto the businesses for employment;
4. There rarely is any training undertaken;
5. Succession planning is a nightmare, especially when the family is large and there is a mix of the old and young;
6. Often times its the family members who manage and control the business. This denies them an 'external view' from independent people/organizations.
7. There is normally a challenge in separating business from personal feelings;
8. Those employed normally find it hard to leave the business because of family considerations;
9. 'Outsiders employed within the business feel like they are strangers and intruders. This leads to high turnover;
10. Due to high expectations, there is normally undue pressure to succeed.
11. In succession issues, its normally difficult to determine the value of the business and how it is to be divided; and,
12. The business structures are always informal and never taken seriously. This ultimately affect the culture within the business.
Family controlled businesses should establish family governance mechanisms that promote coordination and mutual understanding amongst family members, as well as organise the relationships between family governance and corporate governance.
Among the issues to be addressed are:
a) Family employment;
b) Family governance body;
c) Distinction between the Company and family property;
d) Matters of shareholding,
e) Succession planning;
f) Relationship of family members with the Board or those managing the business;
g) Clear distinction between family governance structures and Corporate governance
h) The need to always consult professionals to guide the business;
i) What role 'outsiders' can play to add value to the businesses without necessarily being seen and felt as interfering; and,
j) The need for and importance of training
These and more will ensure that family businesses are run professionally and to the satisfaction of the family.