Family businesses

Family businesses, according to Nyenrode University, are distinguished from other companies by the interaction between the business, ownership and family system. Their strength lies in the long-term perspective, the involvement of a stable group of owners, the bond between family and staff, the strong regional ties, the rapid decision-making process and the high solvency.

There are also challenges for family businesses. Balancing family, business, and owner interests is often more difficult. But lack of communication between family members and the potential for role conflict, business transfer, and good governance also play me. The involvement of, and dynamics between, family members often creates a strong organization with its own unique identity. However, as we have often found, that is also directly its weakness. In many cases, internal tension leads to unrest and an unsafe working atmosphere. Especially in these times of labor shortage, it is desirable to welcome new talented employees in a pleasant positive dynamic and to let them develop their talents. It is very important to paint a clear picture of who does what within the organization and what roles and tasks family members take on. This is also important for both existing and new staff.

Working together on the continuity and (continued) development of the organization by getting the best out of people?

Our approach identifies a number of focal points that are also highly relevant to family businesses:

  • Also having an eye for the invisible: the clever unconscious
  • Authentic leadership
  • (h)recognize the culture and nature of the organization

New Human Management has extensive practical experience in various capacities in and with family businesses. We make what remains unsaid or unnoticed discussable. We are therefore an appropriate discussion partner for family businesses to face the challenges together.

For whom is this interesting?

We offer several tools for family businesses and its stakeholders, including:

  • Bank (lender)
  • Private equity investors
  • Accounting firms
  • Shareholder(s)
  • Supervisory Board (SB).
  • Supervisory Board (BoS).
  • Advisory Board (BoA).

Questions often received

Some examples of questions and topics we have already received from family businesses:

  • How do we define a clear (and supported) direction?
  • How do we make clear what the role of family members is within the organization and how do we get this supported by the management team?
  • How do I carefully shape my succession?
  • How do I bring in and retain talent?
  • How do I ensure a safe culture?
  • How can we balance family life and professional life?
  • How can we become more innovative?
  • How can we tap new markets?
  • How can we put the right people in the right positions?
  • How do I fit in-laws into my organization?
  • How do I maintain my religious identity in the development of my organization?

NHM has various tools and interventions available for this.