CFEG logo

Insights Library

Integrated strategic planning for the family business system.

download pdf

You May Also Like

Future Family Enterprise Program at MIT Sloan

Planning for growth, unity, and continuity

The Cheshire Cat in Alice in Wonderland teases and provokes Alice, telling her that “if you don’t know where you are going, it doesn’t matter which road you take.” The Cat makes an important point for us, although I would say it positively—it helps immensely to know where you want to go in order to choose the right road to get there. But the Cat (a Zen master of strategic planning) misleads Alice by saying it doesn’t matter which road you take. Even if you are unsure of your exact destination, it does matter which road you take. If you take the “right” road, you are more likely to prosper and survive. Conversely, if you take the “wrong” road, you will need to recover from that mistake and choose a better road going forward. A series of wrong turns generally leads to misfortune and even one’s demise.

In the family business world, the Cat would tell us, it’s important for the business, the owners, and the family in business to know where they are going and to choose the right road to get there. Each of these three groups needs to have a clear mission, vision, values, and goals (a destination) and a strategy to achieve these goals and vision, live by these core values, and fulfill the mission (the “right” road). The members of each group need to be aligned on where the group intends to go and how to behave as a member of the group. When top managers or different groups of employees of a company disagree about mission, vision, values or important goals for the company, the company can become stalled or worse, come apart. The same is true when important owners of the company or family leaders disagree about these things.

Furthermore, because all three groups are interconnected—each influences and relies on the other two—their missions, visions, goals, values, and plans should be aligned, meaning they are consistent and mutually supportive. We all know what happens when the managers and owners of a company struggle over its direction or culture. Or when the family behind a company no longer supports the way the managers run the business. Experience shows that high-performance family businesses are well aligned with the owners and family. Achieving this alignment is the job of integrated strategic planning.

family business strategic planning

Strategic planning has long been employed to help a business determine its mission and core values, set important goals and priorities, and create policies and plans. We are comfortable using formal processes and ways of thinking in business. They are seen as indicators of professionalism.

Family ownership groups and families in business, however, are not very accustomed to thinking strategically about their interests or going through a formal process to clarify their missions, values, goals, and plans. Family ownership groups sometimes set goals for dividends but they are less likely to define their mission or vision, clarify their important goals for the business or identify their core values; these topics, however, tend to surface when the owners are disappointed with the performance of the business. Then they ask: what performance and behaviors do we expect from management, or what is it that we really want to achieve by owning this company? Instead of waiting for problems to stimulate these important discussions, it would be helpful to the management of the business, the board of directors, and the family to know the owners’ mission, values, goals, and policies and plans up front. I wish I had a dollar for each time an independent board member of a family business told me: “I wish I knew what the family (the family owners) wanted from this company.”

Likewise, it is helpful to the business and the owners for the family to be clear about the family’s mission, values, goals and plans. Families are, in fact, organizations with many of the same organizational needs as businesses, although families generally don’t think of themselves in this way. Most families in business, for example, see the family as an “organic” group that will evolve in a natural, uncontrollable way. It is true that you don’t have as many levers to control the direction and performance of a family. You have some control over who becomes a member of the family (through birth, adoption or marriage), little control over who leaves the family, and it is undeniably difficult to manage the performance of relatives. But these challenges make it even more important to develop a compelling mission, values, and goals and plans so you can motivate family members to contribute to the family’s interests. High performing families in business teach us that to be successful in business for more than a generation, the family needs this kind of guidance.

COMPONENTS OF A STRATEGIC PLAN

Strategic plans come in many forms but most include:

  • A statement of the mission of the organization—what the organization (business, family, ownership group) intends to be and how it is positioned or distinguished from others. Often, the core values of the organization (the organization’s important behavioral choices) are included in this statement. By developing this statement, groups become clearer about where they are going and if their efforts are leading to the intended destination.
  • A vision statement—how members of the organization see the organization at some point in the future. The vision often mentions the organization’s size, important activities and values, strengths and performance, and the unity of its members.
  • Key goals over the short and medium term, including financial, market, and organizational objectives.
  • A statement of the core values that are at the heart of the organization’s culture—choices the organization makes that define members’ expected behavior. An organization generally only has a small number of “core” values—members of organizations can deviate in their values beyond these central standards. A business’s core values may involve commitments to quality products, innovation, employee loyalty and teamwork. A family might stress individual responsibility, integrity, humility, honesty, and mutual loyalty. An ownership group can prefer long-term loyalty and investment, modest risk, and building a business and business culture the family is proud of.
  • The strategy of an organization is actually the sum of the organization’s actions to achieve its desired aims. To help drive out the right actions, organizations develop policies (rules and guidelines) and plans that hopefully help the organization achieve its goals and advance towards its mission and vision, while living its core values.

THE ART OF INTEGRATED STRATEGIC PLANNING

The components of the business’s, the owners’, and the family’s strategic plans need to be compared to see how aligned they are. Expect to see some differences but inconsistencies need to be examined and minimized. For example, the business may want to reinvest aggressively and want to assume higher debt to achieve its goals of growth or positioning vis-a-vis its competitors, while its owners desire higher dividends and fear higher leverage of the business. These differences can be the result of different missions, visions, goals, values, or policies between the managers of the business and its owners. It is important to understand if the disagreement is a reflection of superficial or deep differences between the two groups and where the disagreement occurs—in their missions and values, or just their policies?

In the family business world it’s important for the business, the owners, and the family in business to know where they are going and to choose the right road to get there.

In a client company I advised for years, the family (owners and non-owners) was upset with the new family leader of the business because he changed the culture of the company in a worrisome way. For decades the culture of this industrial company valued having a very clean work environment—clean floors, tools, and uniforms—and a superb record of safety. When the successor took over running the company, he relaxed the cleanliness standards, claiming that it had nothing to do with safety and also reduced profits unnecessarily. The issue came to a head in the family council where the majority of the family (including the controlling owner) saw this change as a reflection of important differences in mission and core values. Unable to resolve this difference in the family council, the issue was taken to the board where the independent directors sided with the family council and directed the new CEO to comply with the “old” core values of the business and family. When the CEO continued to violate the culture of the family (and other differences in values appeared) he was replaced.

The main point of these two examples is that alignment between the three groups is vital and that true alignment is only verifiable when there is clarity in each group about its mission, vision of the family business system, core values, and key goals. Alignment, itself, is the result of dialogue and commitment to developing a consistent system that will survive for generations.

Professor John A. Davis

John Davis, CFEG

John A. Davis is a globally recognized pioneer and authority on family enterprise, family wealth, and the family office. He is a researcher, educator, author, architect of the field’s most impactful conceptual frameworks, and advisor to leading families around the world. He leads the family enterprise programs at MIT Sloan. To follow his writing and speaking, visit johndavis.com and twitter  @ProfJohnDavis .

FBCG

  • 1.773.604.5005
  • Succession & Continuity Planning
  • Organizing & Educating the Family
  • Ownership Alignment
  • Board Development and Search
  • Preparing the Next Generation
  • Communication & Conflict Resolution
  • Strategic Planning
  • Policy Development
  • Presentations & Workshops
  • Family Enterprises
  • Family Wealth
  • Family Business Programs
  • Franchises & Dealer Groups
  • Trade Associations
  • Trusted Providers & Advisors
  • Where We Work
  • Our History
  • Family Business Articles
  • Educational Programs
  • Case Studies & Testimonials
  • Videos & Podcasts

Family Business Articles Developing a Winning Strategy for Family and Business: The Parallel Planning Process

Developing a Winning Strategy for Family and Business: The Parallel Planning Process

By Otis W. Baskin

January 11, 2016

leadership development icons drawn on a chalkboard

Too often, great business-owning families assume that family and business represent ends of a continuum from which they must choose. To paraphrase James Collins and Jerry Porras in their seminal book, “Built to Last” (Harper, 1994), family business owners are often tortured by the “tyranny of the either/or” when they should “embrace the genius of both/and” in family business.

As the central concerns of business (winning, profits, etc.) are different from the core functions of family (nurturing, traditions, etc.), it is not surprising that many people believe the success of one has to come at some expense of the other. The assumption is either we make our choices and set priorities based only on the needs of the business or we focus on the needs of the family. For example, have you ever heard someone say you have to choose between family management and professional management? The implication of such a choice is that family members cannot be professional.

The danger of the either/or approach is that owners develop policies that ultimately harm the family and the business. One large family business I knew ceased to exist because the founder decreed that theirs was a “family first” business and any family member was entitled to a senior management job — irrespective of their actual qualifications. The result was an organization overburdened by an ineffective management structure that not only was inefficient but ultimately inept. By the third generation, there was so much conflict in vision and lack of initiative from senior management that the business lost its ability to compete in the industry. Further, the family was in such disarray as a result of the stress from the declining business that many relationships were damaged beyond repair.

The opposite approach can also be a recipe for failure. Another large family business I knew developed a preference for “professional management” that became a barrier to family members even being considered for roles of leadership in the company. As more non-family executives took control of senior management, they systematically shut-out family members who aspired to careers in the business to ensure “family concerns” could in no way cloud business decisions. The result, by the fifth generation, was a distant and disaffected group of family owners who did not understand the businesses they were in and therefore did not appreciate the need to reinvest capital for future growth. Conflict among the ownership led to division on the board and paralysis in strategy that eventually forced the sale of the company.

What these two examples underscore is the need for balance, and considering the needs of both the business and the family — to ensure the optimal functioning of both. Deciding that the leadership of the business should be left either to the family or to professional managers is an artificially forced choice. Further, it divorces the interests of the business from the family and vice versa when, ideally, the two should be closely aligned. The business should be managed by the strongest possible cadre of managers who have a deep understanding and appreciation of the family’s priorities for the business.

The best family business executives understand that a well-informed and engaged shareholder group is among the greatest competitive advantages they have as a company. Likewise, the family needs to appreciate that their interests as business owners are best served when qualified leaders are at the helm, working in partnership with family leaders as appropriate. While not a requirement for success, the involvement of qualified family members in leadership of the enterprise can help to ensure that the business has a good ongoing appreciation for the values and concerns of the family, and the family has a good “insider” appreciation of the needs and demands that are driving the business.

The parallel planning process, originally advanced by Randel Carlock and John Ward in “Strategic Planning for the Family and Business” (Palgrave, 2001), links these two powerful forces to recognize the real potential of family business. By helping both family and management create a business strategy that supports the interests of the family and the potential of the business, a powerful synergy can result.

While it is impossible to describe all the complexities of a successful family business plan in a static diagram, Figure 1 serves to show that strategic planning between family and business, owners and management can produce mutual commitment and alignment far beyond the normal range of fiduciary responsibility. Parallel planning for the family and the business will ensure that the strategic direction of the business is aligned with the overall goals of the family. When a family has a long-range vision for itself as owners of a business that is strategically positioned to support its goals for generations to come, patient capital is more readily made available to grow and nurture the business.

family business strategic planning

Figure 1 The strength of this model (Figure 1) lies in the application of four strategic principles:

1. Family values and business philosophy as the foundation for strategic planning. The family must first clarify the shared beliefs, experiences and legacies that unite them in their ownership and stewardship of the family enterprise. With parallel planning, these values serve as the underpinning of the business culture in which the company operates and define how the family will work to support the business’ future success.

2. Strategic thinking applied to both business and family. The opportunities that a business pursues must be appropriate to the strengths of the enterprise and in keeping with the vision of the owning family. Strategic planning ensures ongoing communication between the family and the business so that the leaders of the enterprise and the family align the family’s expectations with the needs of the business. Just as the business must proactively plan for growth, as the family expands, it must also plan for how it will continue to participate as “effective owners” and not simply leave this evolution to chance.

3. A shared future vision that guides both the family and the business. A shared vision considers how family expectations will be balanced against business needs in setting the vision for the future. Balancing the capabilities of the business and the priorities of the family the parallel planning process helps to set a sustainable vision for the future of the business and the family. Further, the process examines how family ownership of the enterprise will provide a strategic advantage to help the business bring this vision to life.

4. Formulating long-term plans to guide both the family and the business provides both the means to achieve success and the metrics to evaluate accomplishment of goals. The parallel planning process requires a commitment to have on-going conversations, to document decisions and to measure outcomes to determine if goals are being met. While this may seem like a lot of work, it becomes second nature over time, and the process itself contributes to strengthening both the business and the family.

Developing a family business continuity plan that is simultaneously focused on critical factors of success for both the family and the business requires more than just an assessment of strengths, weaknesses, opportunities and threats for a given organization in a particular industry. It answers the essential question of why does our family own this business and why should we continue to own this business? The answer may include the legacy of the founder, but must go far beyond the genesis of the enterprise to the mutual responsibility of accepting ownership. When family values are clarified and can be identified in the values of ownership they produce actionable business values that result in both psychological and financial returns.

The need to choose between “business-first” and “family-first” becomes irrelevant with the realization that assuring the success of the business now supports the continued well being of the family for generations to come. Formulating a business strategy that supports the current and future welfare of the family assures management and shareholder alignment for generations — such that these will survive economic downturns, create innovation and develop an enterprising family that succeeds in life. In the end, winning strategies must provide for winning families and winning businesses.

Articles purchased or downloaded from The Family Business Consulting Group® are designed to provide general information and are not intended to provide specific legal, accounting, tax or other professional advice. Since your individual situation may present special circumstances or complexities not addressed in this article and laws and regulations may change, you should consult your professional advisors for assistance with respect to any matter discussed in this article. The Family Business Consulting Group®, its editors and contributors shall have no responsibility for any actions or inactions made in reliance upon information contained in this article. Articles are based on experience on real family businesses. However, names and other identifying characteristics may be changed to protect privacy.

The copyright on this article is held by The Family Business Consulting Group®. All rights reserved. Articles may be available for reprint with permission. To learn more about using articles for your publication, contact [email protected] .

Articles, Events and Resources Exclusively for Family Businesses

Sign up for our newsletter.

Written and edited by our team of practitioners, our complimentary newsletters feature insights and guidance on the unique challenges that family businesses face.

Privacy Overview

back icon

– John L. Ward There have been many studies that speak to the value of strategic planning within businesses as an indicator of more and greater success. John L. Ward, mentioned above, did research with family businesses in 1987, over 36 years ago, that still holds true. Ward tracked companies from the 1920s and studied their progress over a period of 60 years. Through this analysis, he uncovered that planning, adapting, and the ability to change within these businesses appeared to be indicators of greater success and business longevity.

Ward’s research helps to show that many owners seemed to lack a conceptual framework to be able to assess their company and plan for its future. If, however, they embrace the idea of strategic planning, his research shows us that the owners were better able to renew and regenerate their businesses.

Family enterprise practitioners and owners typically recognize that first-generation family businesses, often started by the classic entrepreneurial “founder” personality, generally tend to grow organically and according to the founder’s interests and strengths.

The results of Ward’s study may also reflect the belief by founders that long-term planning for the business and its ownership can be too formal and inflexible. It often isn’t until leadership transitions to the second generation that we find a greater interest in more structured strategic planning. In some cases, it is not until the third generation that the family and the business embrace such planning. “If… [family businesses] embrace the idea of strategic planning, [Ward’s] research shows us that the owners were better able to renew and regenerate their businesses.” As a corollary, when I first entered this field in Toronto, Canada, I joined the local small business organization called the Canadian Federation of Independent Business (CFIB). It was there that I learned the statistics at the time, which indicated that only 10% of independent business owners had a written strategic plan, 40% of independent business owners had a plan “in their heads,” and 50% had only a year-to-year operating plan guiding them. Of course, the larger the business, the more likely it was to have a long-term plan.

Through my work with enterprising families, I have noticed several factors that help to promote strategic planning in an early generation family business. One factor is if the founder has come from a background in large organizations, where planning is more the norm. Another factor is if the founder or second generation have a background, training, or education in business strategy. These two groups seem much more open to the idea of strategic planning and are therefore willing to take the time to work “on the business” as well as “in the business” in a meaningful way.

Suggestions for a practical approach to strategic planning

Family business owners often want a simple and understandable model for strategic planning, to make efficient use of the limited time available to work on their businesses. To match this need for expediency, I have simplified this planning model over time and taken lessons from other industries.

FFI Practitioner: November 13, 2019 cover

According to Mark Twain, “The secret of getting ahead is getting started.” In that light, Rochelle Mendelsohn shares an article that explores the reasons why family enterprises without a strategic plan should consider developing their first and outlines seven tips for advisors working with these organizations throughout the process.

  • Sales and Business Development or Customer Attraction
  • IT and Technology
  • Building Culture and Strategy
  • Succession Planning
  • The Finance Department
  • Human Resources/People Practices
  • Quality and Process Enhancement

Sample One-Page Strategic Plan Summary

Ward, J.L. (1988). The Special Role of Strategic Planning for Family Businesses. Family Business Review, 1 (2). 105–117. https://doi.org/10.1111/j.1741-6248.1988.00105.x

Maria Milanetti headshot

family business strategic planning

  • Business & Money

Fulfillment by Amazon (FBA) is a service we offer sellers that lets them store their products in Amazon's fulfillment centers, and we directly pack, ship, and provide customer service for these products. Something we hope you'll especially enjoy: FBA items qualify for FREE Shipping and Amazon Prime.

If you're a seller, Fulfillment by Amazon can help you grow your business. Learn more about the program.

Kindle app logo image

Download the free Kindle app and start reading Kindle books instantly on your smartphone, tablet, or computer - no Kindle device required .

Read instantly on your browser with Kindle for Web.

Using your mobile phone camera - scan the code below and download the Kindle app.

QR code to download the Kindle App

Image Unavailable

Strategic Planning for The Family Business: Parallel Planning to Unify the Family and Business (A Family Business Publication)

  • To view this video download Flash Player

Follow the authors

John L. Ward

Strategic Planning for The Family Business: Parallel Planning to Unify the Family and Business (A Family Business Publication) Hardcover – January 1, 2001

  • Part of series A Family Business Publication
  • Print length 256 pages
  • Language English
  • Publisher Palgrave Macmillan
  • Publication date January 1, 2001
  • Dimensions 6.14 x 0.69 x 9.21 inches
  • ISBN-10 0333947312
  • ISBN-13 978-0333947319
  • See all details

The Amazon Book Review

Customers who viewed this item also viewed

When Family Businesses are Best: The Parallel Planning Process for Family Harmony and Business Success (A Family Business Pub

Product details

  • Publisher ‏ : ‎ Palgrave Macmillan; 2001st edition (January 1, 2001)
  • Language ‏ : ‎ English
  • Hardcover ‏ : ‎ 256 pages
  • ISBN-10 ‏ : ‎ 0333947312
  • ISBN-13 ‏ : ‎ 978-0333947319
  • Item Weight ‏ : ‎ 1.34 pounds
  • Dimensions ‏ : ‎ 6.14 x 0.69 x 9.21 inches
  • #105,981 in Business & Money (Books)

Important information

To report an issue with this product or seller, click here .

About the authors

family business strategic planning

John L. Ward

Discover more of the author’s books, see similar authors, read author blogs and more

family business strategic planning

Randel S. Carlock

Professor Randel Carlock is a business professor, coach, family therapist, entrepreneur, and former CEO and Chairman of a NASDAQ listed company. Randel’s passion for teaching and real-world experience as an entrepreneur helped him enter the new field of family business. As the first Opus Professor of Family Enterprise, he served as founding director of an award-winning family business research centre at the University of St. Thomas in Minneapolis, Minnesota. As the first Berghmans Lhoist Chaired Professor in Entrepreneurial Leadership at INSEAD, he then served as founding academic director of the Wendel International Centre for Family Enterprise. Randel and the Wendel International Centre won the 2008 Family Firm Institute International Award for outstanding family business education. He has now researched and taught about entrepreneurship, family business, and coaching at INSEAD for 20 years.

He holds Masters, MBA and PhD degrees and has done postgraduate training in family and marriage therapy at the Institute of Psychiatry, King’s College and psychodynamic counseling at Birkbeck College, both in London. He also completed the Art and Practice of Leadership Development at Harvard University’s Kennedy School and Strategic Family Therapy Training at the Mental Research Institute in Palo Alto.

He also advises global business families, banks and corporations on strategy, leadership development, family relationships and governance, specializing in Asia, Europe and the Middle East.

He is author and co-author of several books, articles and case studies, including his latest book A Family Business on the Moon: 24 activities to plan your family and business future, co-authored with Keng-Fun Loh, which represents a completely new style of learning and an exciting departure from his previous academic publications.

In addition, he wrote

When Family Businesses are Best: The Parallel Planning Process for Family Harmony and Business Success with John L. Ward (Macmillan, Autumn 2010).

Family Business on the Couch: A Psychological Perspective with Manfred Kets de Vries and Elizabeth Florent-Treacy (John Wiley and Sons, 2007)

Strategic Planning for the Family Business with John L. Ward (Macmillan, 2003) and

Organization Development in Successful Entrepreneurial Firms (Garland Publishing, 1994)

Achievements

- 2009 European Foundation for Management Education Case Writing Award for "From Swords to Ploughshares: Three Generations of Family Entrepreneurship, Conflict, Transitions and Connection" (with Elizabeth Florent-Treacy).

- 2008 recognized with the Family Firm Institute International Achievement Award for "furthering the understanding of family business issues through educational programs with the primary focus on the work of family businesses crossing international borders".

- Received the 2006 Family Business Network Research Award for the best published family business research article (Family Business Review, March 2005) - "Fair Process: Striving for Justice in Family Firms" (with Ludo Van der Heyden and Christine Blondel)

- Awarded the 2005 IMD-European Foundation for Management Education Family Business Case Writing Award - "The HP-Compaq Merger: A Battle for the Heart and Soul of a Company" (with Elizabeth Florent-Treacy)

University of Minnesota:

- MA in education and training (1976)

- Executive MBA in strategic management (1983)

- PhD (1991) - my doctoral dissertation explored the role of organization development in managing high-growth entrepreneurial firms.

Post graduate certification in family and marriage therapy at the Institute of Psychiatry, King's College, University of London (1998)

Certificate in psycho-dynamic counselling at Birkbeck College, University of London (1999)

Awarded a Certificate in Family Business Advising with Fellow Status (2001) by the Family Firm Institute, Boston (USA).

Personality

Randel is an entertaining and charismatic personality, who brings energy, practicality and sophisticated fun to the complex and often challenging arena of running large family businesses.

He has the ability to bring together intellectual thought leadership with the real world and has a deep understanding of the emotional complexities that often exist, in particular across generations. His extensive training in psychotherapy provides him with the all-important skills to facilitate, with all personalities involved, towards a workable strategic plan.

Randel's expertise allows him to clearly interpret the issues that so often create tensions in family businesses. He has the ability to quickly identify and demystify the challenges and to find and apply innovative and practical strategic solutions with his unbiased external advice and expertise.

The main theme in Randel’s work is the power of learning and personal development in creating deeper meaning in our lives. He believes that we learn 3 ways when we teach: First, from the class we learn how to motivate others; second, we learn about what we are teaching; and last, we learn about ourselves. It’s only when we learn new skills, and more importantly, about ourselves and what we value, that our trajectory towards leadership and making a difference climbs exponentially.

Randel now lives in Singapore. When he’s not teaching on INSEAD’s campuses in Asia (Singapore), Europe (France), and the Middle East (Abu Dhabi)—and now its facility in San Francisco, he tries to connect with his three adult daughters, who live and work in New York, Minneapolis and Muscat, Oman (respectively), at their family cottage in California.

Customer reviews

Customer Reviews, including Product Star Ratings help customers to learn more about the product and decide whether it is the right product for them.

To calculate the overall star rating and percentage breakdown by star, we don’t use a simple average. Instead, our system considers things like how recent a review is and if the reviewer bought the item on Amazon. It also analyzed reviews to verify trustworthiness.

  • Sort reviews by Top reviews Most recent Top reviews

Top reviews from the United States

There was a problem filtering reviews right now. please try again later..

family business strategic planning

Top reviews from other countries

family business strategic planning

  • Amazon Newsletter
  • About Amazon
  • Accessibility
  • Sustainability
  • Press Center
  • Investor Relations
  • Amazon Devices
  • Amazon Science
  • Start Selling with Amazon
  • Sell apps on Amazon
  • Supply to Amazon
  • Protect & Build Your Brand
  • Become an Affiliate
  • Become a Delivery Driver
  • Start a Package Delivery Business
  • Advertise Your Products
  • Self-Publish with Us
  • Host an Amazon Hub
  • › See More Ways to Make Money
  • Amazon Visa
  • Amazon Store Card
  • Amazon Secured Card
  • Amazon Business Card
  • Shop with Points
  • Credit Card Marketplace
  • Reload Your Balance
  • Amazon Currency Converter
  • Your Account
  • Your Orders
  • Shipping Rates & Policies
  • Amazon Prime
  • Returns & Replacements
  • Manage Your Content and Devices
  • Recalls and Product Safety Alerts
  • Conditions of Use
  • Privacy Notice
  • Your Ads Privacy Choices
  • Click here - to use the wp menu builder

Current Issue

Family business magazine january/february 2024.

Logo

A Decrease font size. A Reset font size. A Increase font size.

Family businesses face extra challenges when it comes to strategic planning because they must address family as well as business issues. Too many family firms schedule multiple planning meetings and still end up with a failed plan, because they didn’t approach the process properly. Before you prepare a PowerPoint deck to show your planning team, consider the following questions:

TO READ THE FULL STORY

About the author(s).

Barbara Spector is Family Business Magazine's editor-at-large.

Related Articles

Take a more strategic approach to your business, investing in family business, strategic plan vs business plan, six best practices for selling or transferring your business, succession planning. it’s a lot., why innovation is key to your family business, keep it in the family.

The Family Business newsletter. Weekly insight for family business leaders and owners to improve their family dynamics and their businesses.

Subscribe | Register

© Family Business Magazine 2024

© 2021 tagDiv. All Rights Reserved. Made with Newspaper Theme.

Northwestern Scholars Logo

  • Help & FAQ

Strategic Planning for The Family Business: Parallel Planning to Unify the Family and Business

  • Managerial Economics, Decision Sciences and Operations

Research output : Book/Report › Book

Access to Document

  • 10.1057/9780230508750

Fingerprint

  • Family Social Sciences 100%
  • Family Business Social Sciences 100%
  • Planning Social Sciences 100%
  • Strategic Planning Social Sciences 100%
  • business INIS 100%
  • planning INIS 100%
  • Case Studies Social Sciences 20%
  • Guides Social Sciences 20%

T1 - Strategic Planning for The Family Business

T2 - Parallel Planning to Unify the Family and Business

AU - Carlock, Randel S

AU - Ward, John L

N2 - From small start-ups to giant multinationals, from the Mom-and-Pop-owned barbershop to Ford Motor Company, family owned businesses continue to dominate the world economy. Regardless of size, running a successful family firm presents unique challenges, and many fail to survive the transition from one generation to the next. Here is a practical, comprehensive guide to ensuring success through effective strategic planning. The authors provide a wealth of tested, easy-to-follow tools and techniques for mastering strategic planning for family-owned firms. Filled with real world examples, case studies, checklists and planning worksheets, the book shows how to deal with a host of emerging challenges –from new technologies to global markets– by integrating family values and dynamics into sound planning and management.

AB - From small start-ups to giant multinationals, from the Mom-and-Pop-owned barbershop to Ford Motor Company, family owned businesses continue to dominate the world economy. Regardless of size, running a successful family firm presents unique challenges, and many fail to survive the transition from one generation to the next. Here is a practical, comprehensive guide to ensuring success through effective strategic planning. The authors provide a wealth of tested, easy-to-follow tools and techniques for mastering strategic planning for family-owned firms. Filled with real world examples, case studies, checklists and planning worksheets, the book shows how to deal with a host of emerging challenges –from new technologies to global markets– by integrating family values and dynamics into sound planning and management.

U2 - 10.1057/9780230508750

DO - 10.1057/9780230508750

SN - 9780333947319

BT - Strategic Planning for The Family Business

PB - Palgrave Macmillan

Cart

  • SUGGESTED TOPICS
  • The Magazine
  • Newsletters
  • Managing Yourself
  • Managing Teams
  • Work-life Balance
  • The Big Idea
  • Data & Visuals
  • Reading Lists
  • Case Selections
  • HBR Learning
  • Topic Feeds
  • Account Settings
  • Email Preferences

The Key to Successful Succession Planning for Family Businesses

  • James Vardaman

family business strategic planning

Don’t exclude non-family members from the discussion.

Successfully passing the baton to the next generation is a goal for many family business leaders. It can also be a sound business move if the right steps are taken. By clearly communicating family succession intentions, developing strong relational bonds, and proving the fitness of next generation leaders, family firms can achieve buy-in from their nonfamily employees. Not only will this make for a smooth leadership transition, but it can also increase nonfamily identification with both the family and the firm, creating a more productive and satisfied workforce that propels the firm for years to come.

The succession process is one of the biggest challenges facing family firms, as most fail to remain a family business past the second generation. Among those that do succeed, a key concern is how nonfamily personnel will receive a successor. Perceptions of nepotism in succession can undermine nonfamily employee commitment to the business and their continued participation in the firm. Addressing this common issue can be difficult because the ability to choose a family successor and provide employment opportunities for family members is often a primary aim of family business owners. Thus, a key challenge for family businesses is gaining buy-in from nonfamily employees for the next generation of family leadership .

  • WT Will Tabor is an Assistant Professor of Business Administration at Mississippi College. His research focuses on family businesses and organizational ethics. His work has been published in Family Business Review and The Journal of Business Ethics .
  • JV James Vardaman holds the Chair of Excellence in Free Enterprise at the University of Memphis and is the author of Global Talent Retention: Understanding Employee Turnover Around the World .

Partner Center

Family business, strategic planning and corporate entrepreneurship

  • Related Documents

The Effects of Family-Business Related Characteristics and Strategic Planning on Corporate Entrepreneurship

Where do we go from here strategic answers for university-based family business programs.

This article argues that family business centers need to align themselves with their universities' missions through strategic planning. It further argues that in most cases this means building the program on an academic base of either teaching or research. Part of establishing that base includes analyzing the balance among teaching, research, and service (i.e., using the “Holistic Model”). Without this approach, the risk of failure greatly increases. The experience discussed throughout this article is that of a small, private, liberal arts university that, using the approach recommended, built its center on the foundation of teaching. Many of these issues warrant further research.

Analisis Anteseden Kewirausahaan Di Perusahaan Keluarga

<p><em>This research examines and analyzes the corporate entrepreneurship antecedent in family firms; the willingness to change, generation involvement, perceived technological opportunity, and strategic planning. The samples of this research are family firms which located in the center of batik industry in Surakarta, Sukoharjo, and Sragen. Eighty two respondents in this study are business owners or respective family members who are involved in managing the organization and able to disclose required information for this research. The research used non-probability sampling and purposive sampling as the method and technique. By using multiple regression analysis, the findings have shown that corporate entrepreneurship antecedent is a willingness to change and strategic planning, while generation involvement and perceived technological opportunity do not influence on corporate entrepreneurship.</em></p>

Strategic Planning in the Family Business of the Chinese Community of Mexicali, Baja California, Mexico

Entrepreneurial behavior of family firms in the indian community: adoption of a technology platform as a moderator.

Purpose This study aims to investigate the generalizability of Daniela Weismeier-Sammer’s (2011) replication study on entrepreneurial behavior and extended the model by considering the adoption of a technology platform as a moderator in the Indian family entrepreneurship community. Design/methodology/approach The earlier replication study was conducted in Austria, and this one has been conducted in India with 372 respondents of Indian family firms. The study has used the structural equation modeling technique for analysis purposes. The study has also used multi-group analysis for understanding the moderator impact. Findings Willingness to change, generational involvement, perceived technological opportunities and corporate entrepreneurship for the Indian family business community, along with strategic planning, as a moderating factor, formed the earlier model. In the context of strategic planning, this study observes a similarity, but due to the consideration of the additional moderator, the role of generational involvement has become insignificant. Research limitations/implications This study adds value to the overall body of literature on the family business community, digital entrepreneurship and technology adoption in the family business community. The study provides valuable inputs on the digital entrepreneurship and family business firms which could be used by entrepreneurs, policymakers and practitioners for different purposes. The sample size is small and India specific so the proposed model cannot be generalizable. Originality/value This study has used replication and validation techniques in the digital entrepreneurship community and new venture creation in the Indian context. Very few studies have explored the digital entrepreneurship phenomenon in the Indian family business community context. Also, the use of adoption of technology platform as a moderator enhances the model from the earlier study. Thus, this study is deemed to be a unique research study.

Megatrends in Family Business

The past decade has brought changes in our understanding of family businesses. This article identifies 10 “megatrends,” which are evolving changes fundamental to understanding and working with family businesses. Identified trends include focusing on generational transitions rather than business succession; team management and ownership as a developing norm; the increasing importance of strategic planning in family business; increasing financial sophistication; increasing managerial professionalism; refining retirement; expanding roles for women; increasing sensitivity of professional service providers to family business; and increasing availability and quality of family business education and consulting.

Modelos de planeación estratégica en las empresas familiares (Models of strategic planning in the family business).

<p><strong>RESUMEN</strong></p><p>Esta investigación presenta una revisión de la literatura sobre los modelos de planeación estratégica en las empresas familiares. La planeación estratégica en la empresa familiar es un proceso de diagnóstico, metódico, introspectivo y colectivo, de toma de decisiones, con relación a las actividades actuales y el rumbo que la familia empresaria debe tomar en el futuro para ajustarse a los cambios y demandas del entorno y de su estructura familiar, lo cual ayudará a su continuidad con el paso del tiempo, con resultados empresariales exitosos.</p><p>Toda empresa familiar desea que la familia permanezca como dueña del negocio de generación en generación, para ello se debe planear qué van a hacer para que este deseo se convierta en realidad. Este plan no puede ignorar el plan estratégico de la empresa ni el plan estratégico de la familia, con el fin de que ambas logren, en forma conjunta, las metas que se proponen. Existen varios modelos de planeación estratégica en las empresas familiares que ayudan a la continuidad del negocio familiar.</p><p>  </p><p><strong>ABSTRACT</strong></p><p>This research presents a literature review on models of strategic planning in family businesses. Strategic planning in family business is a decision-making diagnostic process, methodical, introspective and collective, about the current activities of the family business, and the path it should take in the future to adjust to the changes and demands of the environment and the family structure, in order to keep the continuity over time with successful business results.</p><p>Every family company that wants the family to remain as owner of the company from generation to generation, should plan what they will do to make it possible. This plan cannot ignore the strategic business plan and the strategic family plan, so that both jointly achieve the goals proposed.</p>

Research Note: Family Business Consultants—Who We Are, What We Do, and How We Do It

This research note compares data from two surveys of members of the Family Firm Institute conducted during 1990 and 1991 and relates these data to the issues confronting family business as an emerging field. One survey, sent to all Family Firm Institute members, requested demographic data and information pertinent to the Family Firm Institute strategic planning committee. The second survey, sent to those members of Family Firm Institute who self-identified as service professionals, was designed to investigate practice methodology. Prospects for the development of the field are discussed.

Strategic Persistence in Family Business

Using a behavioral theory framework, we argue that family firms are more persistent (less likely to engage in the strategic renewal form of corporate entrepreneurship) in their strategic behaviors over time than nonfamily firms owing to their goals of maintaining family tradition and parsimony. We also argue that family firms controlled by founders or having a family member as Chairman or CEO are more likely to be persistent in their strategies than family firms with different governance structures. Panel regression based on a sample of 8,748 firm-year observations of S&P 1500 manufacturing firms from 1996 to 2013 support our hypotheses.

Export Citation Format

Share document.

Examples logo

Family Strategic Plan

familyimage

To prepare plans for your family ahead of time is undeniably a wise decision. Anything can happen, good or bad, at any time without warning. Considering all that, it is always better to be safe than sorry. There are a multitude of things you can do to prepare for your family’s future financially, health-wise, and calamity-wise. The things you will see and read below are some of the strategic plans you can acknowledge as guides for you to be able to have a better, healthier, and happier life for your family.

Family Strategic Plans Templates and Examples

1. family fatherhood strategic plan.

family strategic plan fatherhood

Size: 8.4 MB

Everybody knows being a mother is no easy task, but being a father is not a walk in the park either. This family strategic plan aims to provide fathers the support they need to properly be the man of the house. To balance out the required professional life for the sake of financial security, and the family, personal life for the sake of strengthening your family’s bond.

2. Family Mental Health Strategic Plan

family mental health strategic plan2

Mental health is a very serious topic, but some people put a stigma on it that a lot of people end up being not comfortable talking about it. Children with mental health issues find it difficult to open up to their parents, and that’s what this strategic plan is trying to fix. Parents should always open up their ears, hearts, and arms to their children who are suffering from mental health problems.

3. Strategic Plan for Family Business

strategic planning for family business1

Size: 559 KB

A family business is a great way to support your family and secure your financial future. A family business is not an easy thing to sustain, however. Reading up on family business strategic planning may just help you keep that business afloat, and maybe, hopefully, make it become successful in the future.

4. Family Support Strategic Plan

family support network strategic plan1

Size: 1.8 MB

This strategic plan aims to support the families on their necessities to be able to get by. In the beginning, not everyone is blessed with enough resources to fully sustain their family. This strategic plan provides opportunities, plans, health and safety options for families to adhere to.

5. Children and Families Strategic Plan

children families strategic plan1

Size: 21 MB

Handling children, especially for first-time parents, is a super stressful and difficult task. Your infant’s time table can be very unpredictable and they always require immediate comfort or else they will keep crying all night and, in turn, will keep you up and awake all night. These parents who find difficulty in handling these children will need support, thus the purpose of this strategic plan. Keep in mind, it may be difficult to handle an unsettled child for now, but know it will all be worth it in the end.

6. Family Strategic Plan

family strategic plan1

A family strategic plan that aims to help solve some of the most prevalent roadblocks and issues in raising a family in a proper and healthy manner such as poverty, and the importance of education . To secure our family completely is to start fixing the things that need fixing starting from the bottom up.

7. Territory Family Strategic Planning

territory families strategic plan1

Size: 6.7 MB

This family strategic plan from the northern territory families is a 3-year plan, mostly to support and protect the children of the household. This is a good strategic plan to adhere to, because your children is always the staple of your family. Fathers and mothers work hard to provide for their children so they can grow up to be responsible, successful adults who are beneficial to the community.

8. Family Hotel Business Strategic Planning

family hotel business strategic planning1

Size: 278 KB

A hotel business can be a good source of financial stability for your family. Keeping that kind of business, however, can be a very ambitious notion. Like all family businesses or just businesses in general, the beginning of a business is crucial to its eventual fate. So make sure you can handle the business early on, as that can indicate whether the hotel business you started out to help support your family is sustainable in the long run.

9. Family Support and Child Protection Strategic Planning

family and child strategic plan1

Size: 477 KB

This family strategic plan puts the welfare of the family for the sake of their children’s protection at it’s forefront. Though there are a lot of ways to protect your children, there is no arguing in saying that the parents need to be capable financially, mentally, physically, and spiritually in order to really keep their children and the entire family safe.

10. Family Strategic Plan for Early Childhood Development

strategic plan for early childhood dev1

Size: 744 KB

How a child is treated in his or her early years can be a major influence on how that child will grow up to be. That is why parents must be extremely careful of their treatment to the child. And although it is not intentional, some parents can mess up one way or another in this stage simply because they lack the knowledge and experience. Understandably, that is not entirely their fault. Reading up on strategic plans such as this can really help the parents to get better in that aspect.

Keeping their family safe is a parent’s most important mission. To keep them safe from harm, sickness, and starvation. A family is something you build up from nothing, so do not wait for an unfortunate event to happen before you start acting upon it. Do something about it before the unfortunate event happens, and you may just save yourself from a massive predicament. Being financially, mentally, and physically secure are just some of the things you need to be in order to protect your family. Be sure to read up and adhere to family strategic plans not only for yourself but your spouse and children.

family business strategic planning

AI Generator

Text prompt

  • Instructive
  • Professional

10 Examples of Public speaking

20 Examples of Gas lighting

Things to Do in Elektrostal, Russia - Elektrostal Attractions

Things to do in elektrostal.

  • 5.0 of 5 bubbles
  • 4.0 of 5 bubbles & up
  • Good for Kids
  • Good for a Rainy Day
  • Good for Couples
  • Budget-friendly
  • Good for Big Groups
  • Honeymoon spot
  • Good for Adrenaline Seekers
  • Hidden Gems
  • Adventurous
  • Things to do ranked using Tripadvisor data including reviews, ratings, photos, and popularity.

family business strategic planning

1. Electrostal History and Art Museum

family business strategic planning

2. Statue of Lenin

family business strategic planning

3. Park of Culture and Leisure

4. museum and exhibition center.

family business strategic planning

5. Museum of Labor Glory

family business strategic planning

7. Galereya Kino

8. viki cinema, 9. smokygrove.

family business strategic planning

10. Gandikap

11. papa lounge bar, 12. karaoke bar.

  • Statue of Lenin
  • Electrostal History and Art Museum
  • Park of Culture and Leisure
  • Museum and Exhibition Center
  • Museum of Labor Glory
  • Popular Professionals
  • Design & Planning
  • Construction & Renovation
  • Finishes & Fixtures
  • Landscaping & Outdoor
  • Systems & Appliances
  • Interior Designers & Decorators
  • Architects & Building Designers
  • Design-Build Firms
  • Kitchen & Bathroom Designers
  • General Contractors
  • Kitchen & Bathroom Remodelers
  • Home Builders
  • Roofing & Gutters
  • Cabinets & Cabinetry
  • Tile & Stone
  • Hardwood Flooring Dealers
  • Landscape Contractors
  • Landscape Architects & Landscape Designers
  • Home Stagers
  • Swimming Pool Builders
  • Lighting Designers and Suppliers
  • 3D Rendering
  • Sustainable Design
  • Basement Design
  • Architectural Design
  • Universal Design
  • Energy-Efficient Homes
  • Multigenerational Homes
  • House Plans
  • Home Remodeling
  • Home Additions
  • Green Building
  • Garage Building
  • New Home Construction
  • Basement Remodeling
  • Stair & Railing Contractors
  • Cabinetry & Cabinet Makers
  • Roofing & Gutter Contractors
  • Window Contractors
  • Exterior & Siding Contractors
  • Carpet Contractors
  • Carpet Installation
  • Flooring Contractors
  • Wood Floor Refinishing
  • Tile Installation
  • Custom Countertops
  • Quartz Countertops
  • Cabinet Refinishing
  • Custom Bathroom Vanities
  • Finish Carpentry
  • Cabinet Repair
  • Custom Windows
  • Window Treatment Services
  • Window Repair
  • Fireplace Contractors
  • Paint & Wall Covering Dealers
  • Door Contractors
  • Glass & Shower Door Contractors
  • Landscape Construction
  • Land Clearing
  • Garden & Landscape Supplies
  • Deck & Patio Builders
  • Deck Repair
  • Patio Design
  • Stone, Pavers, & Concrete
  • Paver Installation
  • Driveway & Paving Contractors
  • Driveway Repair
  • Asphalt Paving
  • Garage Door Repair
  • Fence Contractors
  • Fence Installation
  • Gate Repair
  • Pergola Construction
  • Spa & Pool Maintenance
  • Swimming Pool Contractors
  • Hot Tub Installation
  • HVAC Contractors
  • Electricians
  • Appliance Services
  • Solar Energy Contractors
  • Outdoor Lighting Installation
  • Landscape Lighting Installation
  • Outdoor Lighting & Audio/Visual Specialists
  • Home Theater & Home Automation Services
  • Handyman Services
  • Closet Designers
  • Professional Organizers
  • Furniture & Accessories Retailers
  • Furniture Repair & Upholstery Services
  • Specialty Contractors
  • Color Consulting
  • Wine Cellar Designers & Builders
  • Home Inspection
  • Custom Artists
  • Columbus, OH Painters
  • New York City, NY Landscapers
  • San Diego, CA Bathroom Remodelers
  • Minneapolis, MN Architects
  • Portland, OR Tile Installers
  • Kansas City, MO Flooring Contractors
  • Denver, CO Countertop Installers
  • San Francisco, CA New Home Builders
  • Rugs & Decor
  • Home Improvement
  • Kitchen & Tabletop
  • Bathroom Vanities
  • Bathroom Vanity Lighting
  • Bathroom Mirrors
  • Bathroom Fixtures
  • Nightstands & Bedside Tables
  • Kitchen & Dining
  • Bar Stools & Counter Stools
  • Dining Chairs
  • Dining Tables
  • Buffets and Sideboards
  • Kitchen Fixtures
  • Wall Mirrors
  • Living Room
  • Armchairs & Accent Chairs
  • Coffee & Accent Tables
  • Sofas & Sectionals
  • Media Storage
  • Patio & Outdoor Furniture
  • Outdoor Lighting
  • Ceiling Lighting
  • Chandeliers
  • Pendant Lighting
  • Wall Sconces
  • Desks & Hutches
  • Office Chairs
  • View All Products
  • Side & End Tables
  • Console Tables
  • Living Room Sets
  • Chaise Lounges
  • Ottomans & Poufs
  • Bedroom Furniture
  • Nightstands
  • Bedroom Sets
  • Dining Room Sets
  • Sideboards & Buffets
  • File Cabinets
  • Room Dividers
  • Furniture Sale
  • Trending in Furniture
  • View All Furniture
  • Bath Vanities
  • Single Vanities
  • Double Vanities
  • Small Vanities
  • Transitional Vanities
  • Modern Vanities
  • Houzz Curated Vanities
  • Best Selling Vanities
  • Bathroom Vanity Mirrors
  • Medicine Cabinets
  • Bathroom Faucets
  • Bathroom Sinks
  • Shower Doors
  • Showerheads & Body Sprays
  • Bathroom Accessories
  • Bathroom Storage
  • Trending in Bath
  • View All Bath
  • How to Choose a Bathroom Vanity

Shop Curated Bathroom Vanities

  • Patio Furniture
  • Outdoor Dining Furniture
  • Outdoor Lounge Furniture
  • Outdoor Chairs
  • Adirondack Chairs
  • Outdoor Bar Furniture
  • Outdoor Benches
  • Wall Lights & Sconces
  • Outdoor Flush-Mounts
  • Landscape Lighting
  • Outdoor Flood & Spot Lights
  • Outdoor Decor
  • Outdoor Rugs
  • Outdoor Cushions & Pillows
  • Patio Umbrellas
  • Lawn & Garden
  • Garden Statues & Yard Art
  • Planters & Pots
  • Outdoor Sale
  • Trending in Outdoor
  • View All Outdoor
  • 8 x 10 Rugs
  • 9 x 12 Rugs
  • Hall & Stair Runners
  • Home Decor & Accents
  • Pillows & Throws
  • Decorative Storage
  • Faux Florals
  • Wall Panels
  • Window Treatments
  • Curtain Rods
  • Blackout Curtains
  • Blinds & Shades
  • Rugs & Decor Sale
  • Trending in Rugs & Decor
  • View All Rugs & Decor
  • Pendant Lights
  • Flush-Mounts
  • Ceiling Fans
  • Track Lighting
  • Wall Lighting
  • Swing Arm Wall Lights
  • Display Lighting
  • Table Lamps
  • Floor Lamps
  • Lamp Shades
  • Lighting Sale
  • Trending in Lighting
  • View All Lighting
  • Bathroom Remodel
  • Kitchen Remodel
  • Kitchen Faucets
  • Kitchen Sinks
  • Major Kitchen Appliances
  • Cabinet Hardware
  • Backsplash Tile
  • Mosaic Tile
  • Wall & Floor Tile
  • Accent, Trim & Border Tile
  • Whole House Remodel
  • Heating & Cooling
  • Building Materials
  • Front Doors
  • Interior Doors
  • Home Improvement Sale
  • Trending in Home Improvement
  • View All Home Improvement
  • Cups & Glassware
  • Kitchen & Table Linens
  • Kitchen Storage and Org
  • Kitchen Islands & Carts
  • Food Containers & Canisters
  • Pantry & Cabinet Organizers
  • Kitchen Appliances
  • Gas & Electric Ranges
  • Range Hoods & Vents
  • Beer & Wine Refrigerators
  • Small Kitchen Appliances
  • Cookware & Bakeware
  • Tools & Gadgets
  • Kitchen & Tabletop Sale
  • Trending in Kitchen & Tabletop
  • View All Kitchen & Tabletop
  • Storage & Organization
  • Baby & Kids

The Ultimate Outdoor Sale

  • View all photos
  • Dining Room
  • Breakfast Nook
  • Family Room
  • Bed & Bath
  • Powder Room
  • Storage & Closet
  • Outdoor Kitchen
  • Bar & Wine
  • Wine Cellar
  • Home Office
  • Popular Design Ideas
  • Kitchen Backsplash
  • Deck Railing
  • Privacy Fence
  • Small Closet
  • Stories and Guides
  • Popular Stories
  • Renovation Cost Guides
  • Fence Installation Cost Guide
  • Window Installation Cost Guide
  • Discussions
  • Design Dilemmas
  • Before & After
  • Houzz Research
  • View all pros
  • View all services
  • View all products
  • View all sales
  • Living Room Chairs
  • Dining Room Furniture
  • Coffee Tables
  • Home Office Furniture
  • Join as a Pro
  • Interior Design Software
  • Project Management
  • Custom Website
  • Lead Generation
  • Invoicing & Billing
  • Landscape Contractor Software
  • General Contractor Software
  • Remodeler Software
  • Builder Software
  • Roofer Software
  • Architect Software
  • Takeoff Software
  • Lumber & Framing Takeoffs
  • Steel Takeoffs
  • Concrete Takeoffs
  • Drywall Takeoffs
  • Insulation Takeoffs
  • Stories & Guides
  • LATEST FROM HOUZZ
  • HOUZZ DISCUSSIONS
  • SHOP KITCHEN & DINING
  • Kitchen & Dining Furniture
  • Sinks & Faucets
  • Kitchen Cabinets & Storage
  • Knobs & Pulls
  • Kitchen Knives
  • KITCHEN PHOTOS
  • FIND KITCHEN PROS
  • Bath Accessories
  • Bath Linens
  • BATH PHOTOS
  • FIND BATH PROS
  • SHOP BEDROOM
  • Beds & Headboards
  • Bedroom Decor
  • Closet Storage
  • Bedroom Vanities
  • BEDROOM PHOTOS
  • Kids' Room
  • FIND DESIGN PROS
  • SHOP LIVING
  • Fireplaces & Accessories
  • LIVING PHOTOS
  • SHOP OUTDOOR
  • Pool & Spa
  • Backyard Play
  • OUTDOOR PHOTOS
  • FIND LANDSCAPING PROS
  • SHOP LIGHTING
  • Bathroom & Vanity
  • Flush Mounts
  • Kitchen & Cabinet
  • Outdoor Wall Lights
  • Outdoor Hanging Lights
  • Kids' Lighting
  • Decorative Accents
  • Artificial Flowers & Plants
  • Decorative Objects
  • Screens & Room Dividers
  • Wall Shelves
  • About Houzz
  • Houzz Credit Cards
  • Privacy & Notice
  • Cookie Policy
  • Your Privacy Choices
  • Mobile Apps
  • Copyright & Trademark
  • For Professionals
  • Houzz vs. Houzz Pro
  • Houzz Pro vs. Ivy
  • Houzz Pro Advertising Reviews
  • Houzz Pro 3D Floor Planner Reviews
  • Trade Program
  • Buttons & Badges
  • Your Orders
  • Shipping & Delivery
  • Return Policy
  • Houzz Canada
  • Review Professionals
  • Suggested Professionals
  • Accessibility
  • Houzz Support
  • COUNTRY COUNTRY

New & Custom Home Builders in Elektrostal'

Location (1).

  • Use My Current Location

Popular Locations

  • Albuquerque
  • Cedar Rapids
  • Grand Rapids
  • Indianapolis
  • Jacksonville
  • Kansas City
  • Little Rock
  • Los Angeles
  • Minneapolis
  • New Orleans
  • Oklahoma City
  • Orange County
  • Philadelphia
  • Portland Maine
  • Salt Lake City
  • San Francisco
  • San Luis Obispo
  • Santa Barbara
  • Washington D.C.
  • Elektrostal', Moscow Oblast, Russia

Featured Reviews for New & Custom Home Builders in Elektrostal'

  • Reach out to the pro(s) you want, then share your vision to get the ball rolling.
  • Request and compare quotes, then hire the Home Builder that perfectly fits your project and budget limits.

Before choosing a Builder for your residential home project in Elektrostal', there are a few important steps to take:

  • Define your project: Outline your desired home type, features, and layout. Provide specific details and preferences to help the builder understand your vision.
  • Establish a budget: Develop a comprehensive budget, including construction expenses and material costs. Communicate your budgetary constraints to the builder from the beginning.
  • Timeline: Share your estimated timeline or desired completion date.
  • Site conditions: Inform the builder about any unique site conditions or challenges.
  • Local regulations: Make the builder aware of any building regulations or permits required.
  • Custom Homes
  • Floor Plans
  • House Framing
  • Land Surveying
  • Site Planning

What do new home building contractors do?

Questions to ask a prospective custom home builder in elektrostal', moscow oblast, russia:, business services, connect with us.

COMMENTS

  1. Take a more strategic approach to your business

    In public companies, the strategic plan is often developed by the senior management team and then shared with the next levels of management. In family businesses, best practices suggest you engage the first 2-3 levels of leaders early in the process. Here's a case example. In 2016, a Midwest family-owned company was a $300M business and today ...

  2. Plan a Smooth Succession for Your Family Business

    Fred is a senior family coach and management consultant with The Williams Group. A former U.S. Army Special Forces Colonel and U.S. Department of State Fellow, today Fred draws on his thirty years ...

  3. Integrated Strategic Planning for the Family Business System

    Experience shows that high-performance family businesses are well aligned with the owners and family. Achieving this alignment is the job of integrated strategic planning. Strategic planning has long been employed to help a business determine its mission and core values, set important goals and priorities, and create policies and plans.

  4. Developing a Winning Strategy for Family and Business: The Parallel

    Parallel planning for the family and the business will ensure that the strategic direction of the business is aligned with the overall goals of the family. When a family has a long-range vision for itself as owners of a business that is strategically positioned to support its goals for generations to come, patient capital is more readily made ...

  5. PDF Empowering the future of family business

    of women in the family business. • Resisting st ereotypes: Women in family business are assuming key leadership roles, including those that would be in traditionally male-dominated industries where these women are succeeding and prospering. • Transforming leadership: Women often have a transformational leadership style and a unique outlook

  6. How Strategic Planning Can Boost Your Family Business

    4. Strategic planning is a process of setting long-term goals, analyzing the current situation, and developing actions to achieve the desired outcomes. For family businesses, strategic planning ...

  7. 6 Traits of Strong Family Businesses

    Why? By following four rules: maintain good governance, identify and develop both family and nonfamily talent; pursue disciplined succession; and preserve family gravity. The last is perhaps the ...

  8. Build a Family Business That Lasts

    by. Josh Baron. and. Rob Lachenauer. From the Magazine (January-February 2021) Courtesy of Jorge Mayet and Richard Taittinger Gallery, New York. Summary. Judging from how they're portrayed in ...

  9. Succession Planning for Family Business

    In most cases, the fate of the transition is determined by how well the business, board, and family have prepared. As we've shared throughout this series, a well-run family enterprise is grounded by a solid governance structure, which guides the business, the family, and ownership on many important matters, including generational succession ...

  10. A Simple Model for Strategic Planning in Family Businesses

    Suggestions for a practical approach to strategic planning. Family business owners often want a simple and understandable model for strategic planning, to make efficient use of the limited time available to work on their businesses. ... J.L. (1988). The Special Role of Strategic Planning for Family Businesses. Family Business Review, 1(2). 105 ...

  11. Strategic Management in the Family Businesses

    Sam Walton started his family business as a single discount store with the idea of selling more for less in Rogers, Arkansas, in 1962 and eventually became the largest global retailer in the world. ... Teal EJ, Felan JT. Strategic and business planning practices of fast growth family firms. Journal of Small Business Management. 2001; 39 (1):60 ...

  12. How To Make Family Business Succession Successful

    The Irony for Family Business Owners. It's ironic, notes Joe Fahey, PNC director of business succession planning, "that the things that make these owners successful — vision, communication ...

  13. Strategic Planning for The Family Business: Parallel Planning to Unify

    I have read extensively about family businesses, including just about everything by Professor Ward, and Strategic Planning for the Family Business is perhaps my favourite guidebook for family businesses. Rather than being merely a 'story book' about the successes and failings of other family businesses (don't get me wrong, these sorts of books ...

  14. The strategic way to do your planning

    November 17, 2017. A A A. Family businesses face extra challenges when it comes to strategic planning because they must address family as well as business issues. Too many family firms schedule multiple planning meetings and still end up with a failed plan, because they didn’t approach the process properly.

  15. PDF Strategic Planning in Family Business: A Powerful Developmental Tool

    Strategic planning is an explicit and ongoing organizational process (Armstrong, 1982) that includes several stages in large corporations: plan-ning guidelines, drafting a business plan, discus-sion with corporate, revising the business plan, setting an annual capital and operating budget, Strategic Planning in Family Business 241

  16. Strategic Planning for The Family Business: Parallel Planning to Unify

    T1 - Strategic Planning for The Family Business. T2 - Parallel Planning to Unify the Family and Business. AU - Carlock, Randel S. AU - Ward, John L. PY - 2001. Y1 - 2001. N2 - From small start-ups to giant multinationals, from the Mom-and-Pop-owned barbershop to Ford Motor Company, family owned businesses continue to dominate the world economy.

  17. The Key to Successful Succession Planning for Family Businesses

    Summary. Successfully passing the baton to the next generation is a goal for many family business leaders. It can also be a sound business move if the right steps are taken. By clearly ...

  18. Family business, strategic planning and corporate entrepreneurship

    Strategic planning in family business is a decision-making diagnostic process, methodical, introspective and collective, about the current activities of the family business, and the path it should take in the future to adjust to the changes and demands of the environment and the family structure, in order to keep the continuity over time with ...

  19. Succession Planning for Family Businesses

    Succession planning for your family business is essential to make sure your wishes are met and ensure a successful transition of your business. Find a financial professional today to help you start the process by helping you answer the necessary questions, get a proper business valuation, and put the proper agreements into place.

  20. Family Strategic Plan

    A family business is a great way to support your family and secure your financial future. A family business is not an easy thing to sustain, however. Reading up on family business strategic planning may just help you keep that business afloat, and maybe, hopefully, make it become successful in the future. 4. Family Support Strategic Plan

  21. TSMSCH N 21 FMBA ROSSII, FGBU Company Profile

    Find company research, competitor information, contact details & financial data for TSMSCH N 21 FMBA ROSSII, FGBU of Elektrostal, Moscow region. Get the latest business insights from Dun & Bradstreet.

  22. Best 15 Home & House Stagers in Elektrostal', Moscow Oblast, Russia

    Showcasing best features: Strategic arrangement highlights positives and minimizes flaws. Stand out online: Staged homes capture attention in online listings. Emotional connection: Staging creates a positive impression that resonates with buyers. Easy visualization: Buyers can easily picture themselves living in a staged home.

  23. THE 10 BEST Things to Do in Elektrostal

    1. Electrostal History and Art Museum. 2. Statue of Lenin. 3. Park of Culture and Leisure. 4. Museum and Exhibition Center. 5.

  24. New & Custom Home Builders in Elektrostal'

    After planning and permitting work, the actual building of the home in Elektrostal' can take anywhere between 6 months and 2 years, depending on size, type of construction, materials, weather conditions, and many other factors. Building a fully customized home generally requires a longer timeframe than a semi-custom or prefab home.