{"id":9051,"date":"2020-02-26T15:40:42","date_gmt":"2020-02-26T14:40:42","guid":{"rendered":"https:\/\/avs-advisors.com\/?p=9051"},"modified":"2021-09-28T17:55:15","modified_gmt":"2021-09-28T15:55:15","slug":"dos-and-donts-of-successful-company-ownership","status":"publish","type":"post","link":"https:\/\/avs-advisors.com\/es\/dos-and-donts-of-successful-company-ownership\/","title":{"rendered":"Do\u2019s and don\u2019ts of successful company ownership"},"content":{"rendered":"\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-8vgb1o-6917258f33da21f07e60183664e54de0\">\n.flex_column.av-8vgb1o-6917258f33da21f07e60183664e54de0{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-8vgb1o-6917258f33da21f07e60183664e54de0 av_one_fifth  avia-builder-el-0  el_before_av_three_fifth  avia-builder-el-first  first flex_column_div av-zero-column-padding '     ><style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yn6kg-dd87ce7beda6c938464468d07ee4a91a\">\n.avia-image-container.av-k61yn6kg-dd87ce7beda6c938464468d07ee4a91a img.avia_image{\nbox-shadow:none;\n}\n.avia-image-container.av-k61yn6kg-dd87ce7beda6c938464468d07ee4a91a .av-image-caption-overlay-center{\ncolor:#ffffff;\n}\n<\/style>\n<div  class='avia-image-container av-k61yn6kg-dd87ce7beda6c938464468d07ee4a91a av-styling-circle avia-align-center  avia-builder-el-1  avia-builder-el-no-sibling '   itemprop=\"image\" itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/ImageObject\" ><div class=\"avia-image-container-inner\"><div class=\"avia-image-overlay-wrap\"><img decoding=\"async\" class='wp-image-6729 avia-img-lazy-loading-not-6729 avia_image ' src=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-2-AvS-trusted-advisor-150x150.jpg\" alt='' title=''  height=\"150\" width=\"150\"  itemprop=\"thumbnailUrl\" srcset=\"https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-2-AvS-trusted-advisor-150x150.jpg 150w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-2-AvS-trusted-advisor-150x150-80x80.jpg 80w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-2-AvS-trusted-advisor-150x150-36x36.jpg 36w, https:\/\/avs-advisors.com\/wp-content\/uploads\/2017\/10\/TTA-02-2017-Artikel-2-AvS-trusted-advisor-150x150-120x120.jpg 120w\" sizes=\"(max-width: 150px) 100vw, 150px\" \/><\/div><\/div><\/div><\/div>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63\">\n.flex_column.av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-7ldcto-9f1016c7c66bb4ad71a854dcaae0ea63 av_three_fifth  avia-builder-el-2  el_after_av_one_fifth  el_before_av_one_fifth  flex_column_div av-zero-column-padding '     ><p>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-d4d85a7d2465889d4c4849b4d972f7a8\">\n#top .av-special-heading.av-av_heading-d4d85a7d2465889d4c4849b4d972f7a8{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-d4d85a7d2465889d4c4849b4d972f7a8 .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-d4d85a7d2465889d4c4849b4d972f7a8 .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-d4d85a7d2465889d4c4849b4d972f7a8 av-special-heading-h1 blockquote modern-quote  avia-builder-el-3  el_before_av_heading  avia-builder-el-first '><h1 class='av-special-heading-tag'  itemprop=\"headline\"  >Do\u2019s and don\u2019ts of successful company ownership<\/h1><div class='av-subheading av-subheading_below'><p>How to achieve the right impact as a company owner<\/p>\n<\/div><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb\">\n#top .av-special-heading.av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb{\npadding-bottom:10px;\n}\nbody .av-special-heading.av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb .av-special-heading-tag .heading-char{\nfont-size:25px;\n}\n.av-special-heading.av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb .av-subheading{\nfont-size:15px;\n}\n<\/style>\n<div  class='av-special-heading av-av_heading-2bf1ad21dc6320e6fd5760926e1eb1fb av-special-heading-h5 blockquote modern-quote  avia-builder-el-4  el_after_av_heading  el_before_av_font_icon '><h5 class='av-special-heading-tag'  itemprop=\"headline\"  >by Dr. Christian B\u00fchring-Uhle<\/h5><div class=\"special-heading-border\"><div class=\"special-heading-inner-border\"><\/div><\/div><\/div><br \/>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a\">\n.av_font_icon.av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a .av-icon-char{\nfont-size:40px;\nline-height:40px;\n}\n<\/style>\n<span  class='av_font_icon av-k61yt6pc-4b3d0b31c33d1ba5940ad0ea1382b06a avia_animate_when_visible av-icon-style- avia-icon-pos-left av-no-color avia-icon-animate'><span class='av-icon-char' aria-hidden='true' data-av_icon='\ue819' data-av_iconfont='entypo-fontello' ><\/span><\/span><br \/>\n<section  class='av_textblock_section av-k61ywyoh-aa80164a0bbcfe1a68ac25d8daf20471'  itemscope=\"itemscope\" itemtype=\"https:\/\/schema.org\/BlogPosting\" itemprop=\"blogPost\" ><div class='avia_textblock'  itemprop=\"text\" ><p>\u201cDalle stalle alle stelle alle stalle\u201d (from the stables to the stars and back to the stables) is how the Italians paraphrase the phenomenon known all over the world that very few family enterprises last beyond the 3<sup>rd<\/sup> generation.<\/p>\n<p>The sustainability of a business enterprise depends on many factors. Perhaps the most important one is the exercise of good ownership practices. This is crucial because many other significant factors, like competent leadership, financial solidity, a viable strategy etc. all depend on the owner(s) exercising their role \u2013 which is composed of rights AND duties \u2013 in an effective and professional manner.<\/p>\n<p>Founders and sole entrepreneurs are often intuitively conscious of this necessity, although for them, the roles of owner and operator are not \u2013 and do not have to be \u2013 separated. However, when ownership is shared by a group of partners, or is handed down from entrepreneurs to their successors (typically the following generations of the founder\u2019s family), the necessity arises to separate the roles of operational day-to-day management and ownership. Many co-owners are not aware of this distinction and perceive their involvement in the business as either \u201cin\u201d or \u201cout\u201d. Consequently, they hand excessive influence as well as burdens to those co-owners who actually work in the business, while neglecting the ownership rights \u2013 and duties \u2013 of those who don\u2019t. This puts a large premium on the role of those who work in the company, and creates significant pressures on members of entrepreneurial families to get actively involved in the operational business as well, even if that does not correspond with these individuals\u2019 vocations and abilities. There is no \u201centrepreneurial gene\u201d that is biologically inherited. The result can be seen in many family enterprises that are run by moderately capable, or outright mediocre leaders, one of the main reasons why so few companies reach, let alone survive, the third generation. The key to avoiding this is to neatly separate the roles of owner and operator, and to realize that while the role of the operator can be \u201coutsourced\u201d to hired managers, the owner cannot escape from his or her rights and duties (unless the ownership is transferred). This may be counterintuitive to many members of ownership groups, especially entrepreneurial families, but the important and truly essential role is not the managerial one \u201crunning\u201d the business but that of the owner who may be \u201coutside\u201d but may never be passive.<\/p>\n<p>It is \u201cthe owner\u201d, and that is in many cases a rather heterogeneous group of collective owners, who:<\/p>\n<ul>\n<li>Defines \u2013 and \u201clives\u201d \u2013 the fundamental values of the organisation.<\/li>\n<li>Defines the mission or \u201craison d\u2019\u00eatre\u201d, the fundamental strategic objectives and the general future path of the company.<\/li>\n<li>Selects and installs the operational leadership (which includes the difficult task of attracting, hiring and retaining top leadership talent, be it \u201cinternal\u201d or \u201cexternal\u201d).<\/li>\n<li>Supervises the operational leadership (which includes inspiring, challenging, coaching, incentivising and evaluating top leaders).<\/li>\n<li>Takes critical decisions affecting the financial solidity of the business (deciding on profit distribution, profit retention or capital increases, i.e. determining when and to what extent to \u201ctake money out of, or put money into the company\u201d).<\/li>\n<li>Decides on the structure and changes to the structure (i.e. governance structures, mergers &amp; acquisitions, fundamental investments and divestments).<\/li>\n<li>Establishes the fundamental processes by which the above issues and tasks are continuously revised and evolved.<\/li>\n<\/ul>\n<p>So how can you meet this challenging task? The first step is to create awareness among the owners of the significance and magnitude of this task. Then there should be a thorough discussion and an attempt to reach a common understanding on the fundamental questions mentioned above, an agreement that needs to be sufficiently documented, e.g. in a family \u201cconstitution\u201d or \u201cprotocol\u201d.<\/p>\n<p>Reaching such an agreement requires an honest discussion and a joint decision on which of these tasks can and should be executed by the owners collectively, with or without some sort of professional assistance; which tasks would better be delegated to individual members of the ownership group; and which tasks can or should be delegated to outside professionals. Once the number of co-owners has reached a certain magnitude (this can start with as few as three co-owners if at least one of them manages the company on a day-to-day basis), it is typically recommendable to create a standing committee that executes a large number of the tasks listed above and leaves only the most fundamental decisions to a plenary assembly of co-owners. This is, of course, the structure that public companies have by law, with a Board of Directors as standing committee and a General Meeting of Shareholders as plenary assembly, and that many larger private companies have adopted for practical reasons because such a two-level professional governance system simply makes sense. There are many variations of this structure, but the general two-level set up can be regarded as a universal standard.<\/p>\n<p>The central element of this governance structure is the Board, which in a private company can also be an Advisory Board and which can be composed entirely of co-owners, entirely of outside directors, or a mixture of both. The key is to have capable, independently minded members, an experienced and empowered Chair Person, and the right set of procedures and practices that make sure that the Board deals with the right set of issues, at the right level of detail, in a timely and reasoned manner.<\/p>\n<p>Good governance is not only important in order to protect the fundamental interest of the owner to preserve and grow the value of the business and guarantee its sustainability. A capable Board, or comparable standing committee that helps exercise the owner\u2019s role in a professional manner, is also a fundamental need from the perspective of the executives entrusted with the day-to-day management of the company. Regardless of whether they are \u201cinsiders\u201d or \u201coutsiders\u201d, operational managers need a \u201cfunctioning owner\u201d in order to obtain timely and reasonable decisions on issues that go beyond the scope of day to day management, e.g. large investments or divestments, mergers or acquisitions, etc. In addition, they also need a \u201cfunctioning boss\u201d: someone who guides them, challenges them, gives feedback and takes the decisions that affect the executive\u00b4s contractual situation, ensuring fair and fact-based treatment.<\/p>\n<p>Capable executives, who can choose between different job opportunities, will pay attention to these structures and will not \u201cinvest\u201d their professional capital in companies that do not have an adequate governance in place. In a European study of Family Business conducted together with EY in 2016, AvS \u2013 International Trusted Advisors found that external top executives study the corporate governance of FB\u2019s very carefully when deciding whether or not to join. Moreover, their long-term commitment correlates with the degree of professionalism of the governance structure. The more a manager fears that he\/she has to depend on the goodwill and stability of a single family shareholder, the higher they perceive the risk. Excellence in governance, with clearly defined rules and ways of behaving, enables FB\u2019s to attract and retain exceptional leaders!<\/p>\n<p>That, by the way, is also the case with younger generation family members who pursue executive or entrepreneurial careers: a recent study among students belonging to entrepreneurial families revealed that less than a quarter of them intends to pursue a career in the family enterprise. The war for talent is getting increasingly tough, and professional governance structures are a must for any company that wants to attract top talent, including from within the \u201cfamily talent pool\u201d.<\/p>\n<p>And what are the \u201cdon\u2019ts\u201d? Insufficient ownership structures can be identified by one or more of the following traits:<\/p>\n<ul>\n<li>Handling key issues in an unstructured process driven by emotional and \u201cego\u201d considerations.<\/li>\n<li>Failing to discuss and choose among well thought out alternatives on fundamental issues.<\/li>\n<li>\u201cBoard\u201d structures composed of family members and \u201cfamily friends\u201d chosen for loyalty \/ emotional attachment rather than for relevant experience and competencies, thus making it hard to discuss \u201cdifficult\u201d topics and to challenge the status quo.<\/li>\n<li>Absence of a Board leader who structures the process, moderates and focuses the discussions, makes sure \u201cpainful\u201d issues are being processed and serves as a \u201cbridge\u201d and \u201csparring partner\u201d for co-owners and managers, especially the chief executive.<\/li>\n<li>Absence of a feedback process among Board members or, even better, periodically and professionally conducted Board performance evaluation.<\/li>\n<li>Mediocre management composed of family members and long-standing loyal employees, having advanced though the ranks basically \u201cbecause they were there\u201d, resulting in the pattern known as the \u201cPeter Principle\u201d whereby managers are selected based on their past, rather than on abilities relevant to the future role, so they rise in the hierarchy through promotion until they reach the level of their respective incompetence.<\/li>\n<li>Perceived nepotism demotivating non-family managers, preventing the hiring and retention of top talent.<\/li>\n<\/ul>\n<p>Taking to heart these do\u2019s and don\u2019ts can help business owners a long way towards creating value and sustainability.<\/p>\n<\/div><\/section><br \/>\n<div  class='avia-buttonrow-wrap av-k61ze9w6-f76018f3fb98b17a0aff0b6ac95eb808 avia-buttonrow-right  avia-builder-el-7  el_after_av_textblock  avia-builder-el-last '>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-da2fef32b6925ac6e1df2d61bc60ec1c\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-da2fef32b6925ac6e1df2d61bc60ec1c{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/es\/trustedadvisor'  class='avia-button av-av_buttonrow_item-da2fef32b6925ac6e1df2d61bc60ec1c avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color'  ><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue830' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >back<\/span><\/a>\n\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-av_buttonrow_item-aeedb25bf9a648b3150b8a2012921da3\">\n#top #wrap_all .avia-button.av-av_buttonrow_item-aeedb25bf9a648b3150b8a2012921da3{\nmargin-bottom:10px;\nmargin-left:10px;\n}\n<\/style>\n<a href='https:\/\/avs-advisors.com\/wp-content\/uploads\/2020\/03\/TTA_2017_02_Dos-and-donts_EN.pdf' class='avia-button av-av_buttonrow_item-aeedb25bf9a648b3150b8a2012921da3 avia-icon_select-yes-left-icon avia-size-small avia-color-theme-color' target=\"_blank\" rel=\"noopener noreferrer\"><span class='avia_button_icon avia_button_icon_left ' aria-hidden='true' data-av_icon='\ue82d' data-av_iconfont='entypo-fontello'><\/span><span class='avia_iconbox_title' >Download PDF<\/span><\/a>\n<\/div><\/p><\/div>\n<style type=\"text\/css\" data-created_by=\"avia_inline_auto\" id=\"style-css-av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c\">\n.flex_column.av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c{\n-webkit-border-radius:0px 0px 0px 0px;\n-moz-border-radius:0px 0px 0px 0px;\nborder-radius:0px 0px 0px 0px;\npadding:0px 0px 0px 0px;\n}\n<\/style>\n<div class='flex_column av-2a6n1o-6aeba8d515cc66995d2ad0cbef497f1c av_one_fifth  avia-builder-el-8  el_after_av_three_fifth  avia-builder-el-last  flex_column_div av-zero-column-padding '     ><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":6727,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[54],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.6 - 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