Family business is the most resilient and the most fragile form of capital at once: 70% of companies do not survive the second generation, 90% do not survive the third. The reason is almost never the market but the absence of a managed transition architecture: undefined roles, no independent board, no rules for family members entering or exiting, no share valuation mechanism, no protection against conflicts and divorces. The course delivers a complete system: family constitution and protocols, separation of ownership and management, independent directors, family council and family assembly, trusts and foundations, tax and legal structuring across jurisdictions, business valuation and share buyouts, next-generation preparation, liquidity and diversification management, and exit scenarios: sale to a strategic buyer, MBO, IPO. A dedicated block covers family psychology: roles, loyalties, toxic patterns, and working with a founder who is not ready to let go. We analyse real cases: successful dynasties (Murdock, Ferrero, Wallenberg) and disasters (Gucci, Redstone). The outcome is a working 3-5 year succession plan with assigned responsibilities and metrics.
Thinking…