strategic plan in family business

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Integrated strategic planning for the family business system.

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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.

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 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 .

• © 2001

Strategic Planning for The Family Business

Parallel Planning to Unify the Family and Business

• Randel S. Carlock ,
• John L. Ward

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Part of the book series: A Family Business Publication (AFBP)

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Table of contents (10 chapters)

Front matter, understanding family business planning, the importance of planning for business families.

• Randel S. Carlock, John L. Ward

The Parallel Planning Process

Planning for the family, securing family commitment, encouraging family participation, preparing the next generation of family managers and leaders, developing effective ownership, planning for the business, assessing the firm’s strategic potential, exploring possible business strategies, the final strategy and reinvestment decision, integrating family and business plans, the role of the board in family business planning, back matter.

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'Strategic Planning for the Family Business is a very thoughtful and valuable book. It offers a superb kaleidoscope of the dynamics of the family business. Professors Carlock and Ward's notion of the Parallel Planning Process turns out to be a highly original and extremely effective way of diagnosing and intervening in such complex organizations. If I would find myself on a desert island with a family business (I agree that is quite a surrealistic thought), and was asked to help the various stakeholders, and could only resort to one book for guidance, this book would be my first choice.' -

Manfred F.R. Kets de Vries, Raoul de Vitry d'Avaucourt Professor of Human Resource Management, Clinical Professor of Leadership Development

INSEAD, France & Singapore

'The leaders of business families and family businesses will find this book a precious tool as they confront the many challenges of planning for the family and the business. Carlock and Ward draw from their many years of experience as educators, consultants and board members to make the text stimulating, relevant and of practical utility. I forecast that Strategic Planning for the Family Business will remain a benchmark of best practice for many years to come.' - Alden G. Lank, President, Family Business Network and Stephan Schmidheiny, Professor of Family Enterprises Emeritus, IMD, Switzerland

'The authors draw on their extensive experience and carefully illustrate how their innovative Parallel Planning Process works to establish the personal, financial and strategic priorities of both family and business. Moreover, they offer a useful method to forge a workable continuity plan. This book is a must read for anyone interested in planning for the continuity of the family business.' -

Ivan Lansberg, Founding Partner, Lansberg Gerswick & Associates, New Haven, Connecticut, USA

'Of great use to family businesses that, rather than conforming to the corporate world, want to evolve, grow and pass from generation to generation without losing their family character.' - Miguel A. Gallo, Family Business Chairholder, IESE, International Business School, Universidad de Navarra, Spain

This is a book that family business owners, advisers and researchers have been waiting for. Too often business families have been told to separate family interests from business interests because traditional models did not take account of the emotional dimension in the rational business planning process. Finally, we have in this book adefinitive guide that incorporates and balances the family's aspirations for their enterprise, their expectations of returns as investors, their involvement in the governance of the business and the formulation of a viable business strategy for the family's enterprise.

Ward and Carlock's new book integrates the key theories underpinning the body of knowledge in the field of family business, and in so doing, marks the coming of age of the field. This book comes highly recommended to all students of family enterprise, be they business families, advisers or academics.' - Barbara Murray, Ph.D., Lansberg Gersick Associates

'The Carlock and Ward book is a must for everybody working in and with family businesses. The emphasis on the planning process addresses the key deficiency of far too many family businesses.' - Joachim Schwass, Professor of Family Business, IMD, Switzerland

'Help for business families who strive for improved strategic performance and family harmony.' - Stanford Business

Book Title : Strategic Planning for The Family Business

Book Subtitle : Parallel Planning to Unify the Family and Business

Authors : Randel S. Carlock, John L. Ward

Series Title : A Family Business Publication

DOI : https://doi.org/10.1057/9780230508750

Publisher : Palgrave Macmillan London

eBook Packages : Palgrave Business & Management Collection , Business and Management (R0)

Copyright Information : Palgrave Macmillan, a division of Macmillan Publishers Limited 2001

Hardcover ISBN : 978-0-333-94731-9 Published: 29 January 2001

Softcover ISBN : 978-1-349-42661-4 Published: 29 January 2001

eBook ISBN : 978-0-230-50875-0 Published: 29 January 2001

Series ISSN : 2947-3985

Series E-ISSN : 2947-3993

Edition Number : 1

Number of Pages : XVIII, 270

Topics : Small Business , Business Strategy/Leadership , Economic Theory/Quantitative Economics/Mathematical Methods , Operations Research/Decision Theory , Family Business

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A Simple Model for Strategic Planning in Family Businesses

View this edition in our enhanced digital edition format with supporting visual insight and information.

Thank you to this week’s contributor, Maria Milanetti, for her article that presents a simplified model for engaging family enterprise clients in an efficient strategic planning process. In her article, Maria provides an overview of the model as well as sample to illustrate the strategic planning process.

Most family businesses struggle to survive beyond a single generation. Strategic Planning – for both business and family – can help to strengthen the family enterprise and extend its lifespan.

– 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.

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.

This model starts with the goal for business owners to come out of the planning process with three to four large priorities (these are the main areas of emphasis for the business as a whole) and two to three enablers (these relate to the core structure of the business and how the identified priorities will be implemented). This format is designed to be easily understandable and accessible to all. To illustrate, below is an example of this approach.

This sample strategic plan summary, based on a composite of industries and businesses, includes the following four corporate priorities:

• Sales and Business Development or Customer Attraction
• IT and Technology
• Building Culture and Strategy
• Succession Planning

Enablers , which can be key personnel, departments, and internal processes, are generally viewed as businesses’ foundations and many of these enablers tend to be similar in organizations regardless of size or industry. In this example, the key enablers include:

• The Finance Department
• Human Resources/People Practices
• Quality and Process Enhancement

When starting the strategic planning process, I take the most senior group of leaders through the exercise first, ahead of the larger group, to ensure that there are no surprises. We then examine the 8-10 most important processes within the business and conduct an analysis on these processes using a SOAR Model (Strengths, Opportunities, Aspirations and Results) to assess the requisite parts of the business. From that starting point we spend our first half-day of planning, to see some of the strengths and gaps in the business that will lead us to set three to four priorities that are key to future growth and success.

Additional considerations for family enterprise strategic planning

Of course, there is always the need for “setting the table” before any structured planning can happen.

Ward refers to the following four questions in his 1988 article. It is just as important now as it was then to spend sufficient time with the family to help them to understand and develop family alignment around the answers to each:

• Why is the family committed to continuing the business?
• How does the family see itself and the company in the years ahead?
• How will the family build or maintain strong relationships, including things like competition with one another in the business?
• What steps are specific steps to accomplish the family’s professional and personal goals?

Getting to know a family is the prerequisite to working properly with them—answering the first three questions is key to that. By the time advisors discuss the fourth question with their client, they should be in a good position to help the family accomplish their goals.

When working with a family enterprise client to develop a strategic plan, it is important to involve family leaders and key members of the business’ leadership team in the process, so the entire enterprise owns and can effectively implement the central plan within the business.

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

Kotak, N. (2015, March 2). Strategic Planning: Demystifying the Complexity—A Guest Blog by Neha Kotak. MarchFifteen Consulting . http://www.marchfifteen.ca/strategic-planning-demystifying-the-complexity-a-guest-blog-by-neha-kotak/

About the Contributor

Maria Milanetti, ACFBA, is a partner at MarchFifteen Consulting, an executive coach, and a senior HR and organizational development and management consultant with over 20 years of expertise in management and senior leadership. Heading the Family and Independent Enterprise Services Practice at MarchFifteen, Maria specializes in helping leaders to take their business to the next level of accomplishment. She has worked extensively with organizations in different industries as an executive and a consultant on team and individual development mandates, as well as on their strategic planning and tracking efforts. She can be reached at [email protected] .

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The importance of strategic planning for family business success

In today’s competitive business landscape, strategic planning plays a crucial role in the success of any organisation. This is particularly true for family businesses, where the alignment of family, ownership, and leadership is essential for long-term sustainability and growth.

Strategic planning helps family businesses answer fundamental questions about their purpose, future direction, and core values. By engaging in the strategic planning process, family businesses can overcome the unique challenges of multiple generations, conflicting perspectives, and varying financial expectations within the family. In this article, we will explore the importance of strategic planning for family businesses and how it can drive alignment, success, and efficiency.

The benefits of strategic planning in family businesses

1. alignment of vision and mission.

One of the primary benefits of strategic planning in family businesses is the alignment of vision and mission. When family members and leadership come together to discuss the future of the business, they have the opportunity to address any existing differences and find common ground. This alignment is crucial for setting a clear direction for the company and maximising its success. Without a shared vision and mission, family businesses may experience internal conflict, lackluster performance, and waste of valuable resources.

2. Long-term succession planning

Strategic planning also plays a vital role in long-term succession planning for family businesses. By engaging in the strategic planning process, family members can identify and prepare the next generation of leaders. This includes defining roles, responsibilities, and expectations for family members who will eventually take over key positions in the business. Strategic planning ensures a smooth transition of leadership and minimises disruptions to the business operations.

3. Enhanced financial management

Financial management is a critical aspect of any business, and family businesses are no exception. Strategic planning helps family businesses develop a comprehensive financial management strategy that aligns with their long-term goals. This includes budgeting, forecasting, cash flow management, and investment decisions. By integrating financial management into the strategic planning process, family businesses can optimise their financial resources and make informed decisions to drive growth and profitability.

4. Effective human resource strategies

Human resources are the backbone of any organisation, and family businesses need to have effective human resource strategies in place. Strategic planning allows family businesses to assess their current workforce, identify skill gaps, and develop strategies for talent acquisition, development, and retention. By aligning their human resource strategies with the overall strategic plan, family businesses can build a high-performing team that supports their long-term goals.

The challenges of strategic planning in family businesses

While strategic planning offers numerous benefits for family businesses, it also comes with challenges. Here are some common challenges faced by family businesses during the strategic planning process:

1. Multiple generational influences

Family businesses often span multiple generations, each with its own set of values, perspectives, and goals. Balancing these different generational influences can be challenging when developing a strategic plan. It requires open communication, active listening, and a willingness to consider different viewpoints. Engaging all generations in the strategic planning process can lead to a more inclusive and comprehensive plan that reflects the values and aspirations of the entire family.

2. Conflicting views on future direction

Family businesses may encounter disagreements and conflicting views when it comes to determining the future direction of the business. Some family members may be more risk-averse, while others may be eager to explore new opportunities. Finding common ground and reaching a consensus can be a complex process. However, through effective communication, compromise, and a shared commitment to the long-term success of the business, family businesses can overcome these challenges and develop a strategic plan that satisfies the needs and aspirations of all stakeholders.

3. Varying financial expectations

Another challenge in strategic planning for family businesses revolves around varying financial expectations. Family members may have different financial goals, ranging from wealth preservation to aggressive growth. It is essential to address these expectations openly and transparently during the strategic planning process. By aligning financial expectations with the overall strategic goals of the business, family businesses can strike a balance that ensures financial stability and growth while meeting the needs of individual family members.

Best practices for strategic planning in family businesses

To overcome the challenges and achieve successful strategic planning, family businesses can follow these best practices:

• Engage external facilitators : Strategic planning for family businesses can benefit greatly from the involvement of external facilitators. These professionals bring a fresh perspective, industry expertise, and experience in guiding family businesses through the planning process. They can help facilitate discussions, mediate conflicts, and ensure that all voices are heard and considered.
• Tailor the process : One size does not fit all when it comes to strategic planning for family businesses. Each family business is unique, with its own dynamics, values, and goals. It is essential to tailor the strategic planning process to suit the specific needs and circumstances of the family business. This may involve modifying the timeline, format, or communication methods to ensure maximum engagement and alignment.
• Regularly review and update : A strategic plan is not a static document to be developed and forgotten. It should be regularly reviewed, updated, and adapted to reflect changes in the business environment and the family dynamics. By conducting periodic reviews, family businesses can ensure that the strategic plan remains relevant and responsive to evolving opportunities and challenges.
• Communicate and cascade : Effective communication is key to successful strategic planning in family businesses. It is important to communicate the strategic plan to all stakeholders, including family members, employees, and external partners. Additionally, family businesses should cascade the strategic plan down to actionable goals, objectives, and performance metrics at every level of the organisation. This ensures that everyone is aligned and working towards the same strategic objectives.

S trategic planning is crucial for family businesses to achieve long-term success, alignment, and growth. By engaging in the strategic planning process, family businesses can overcome the unique challenges posed by multiple generations, conflicting views, and varying financial expectations. Strategic planning enables family businesses to define their vision and mission, plan for succession, enhance financial management, and develop effective human resource strategies. By following best practices and adapting the process to their specific needs, family businesses can create a strategic plan that drives their success and secures their future in the competitive business landscape.

Our advisers at KMT Partners are here to help you create a strategic plan tailored to your family business. With our facilitation and guidance, you can achieve alignment, success, and efficiency through the strategic planning process. Contact us today to embark on your journey towards a prosperous future for your family business.

About our advisers:

Michael Fox is our Managing Director at KMT Partners. He has been dedicated to the success of his clients, devising comprehensive wealth strategies for both personal and business growth for over 30 years. With extensive expertise in business governance and family business succession, Michael specialises in empowering emerging businesses and family enterprises by fostering renewal, enhancing value and smooth transitions to the next generation.

Chrisanthe Lekatis  is renowned for her expertise in management accounting, virtual CFO services, and top-tier business advice. Chrisanthe’s passion lies in process improvement, as she combines her analytical prowess with adaptability to explore avenues for business sustainability. By deeply understanding her clients’ businesses and goals, Chrisanthe empowers management with tailored strategies for success, streamlining processes to achieve efficient and cost-effective outcomes.

This is general advice only and does not take into account your financial circumstances, needs and objectives. The article should not be relied upon as specific information or advice without obtaining appropriate professional advice after a detailed examination of your particular situation from a qualified KMT adviser.

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The Importance of Strategic Planning in Family Businesses

As we all learned in business school, Strategic Planning is an important process in all organizations. Strategic Planning is particularly important in family businesses because it helps create business alignment with family, ownership and leadership around the future of the business. The process helps answer the most important questions in the future of the family business; “Why do we exist”, “Who do we want to be in the future” and “What values are important to us in operating our business”.

Achieving alignment is even more difficult in family businesses due to multiple generational influences, conflicting views on the future direction of the business, as well as different financial expectations by members of the family. Yet, family and leadership all need to align on a clear mission and vision for the company to maximize business success. The Strategic Planning process can be a great tool for developing this alignment. The process gives family members and leadership the opportunity to come together to discuss the future of the business and the differences that may currently exist in setting its future direction.

My experience has shown that when there is a lack of alignment or a clear direction for the business moving forward, it creates stress in the organization with employees, family and leadership, and ultimately effects the success and efficiency of the business overall. Alignment challenges can create lackluster performance, internal conflict, low morale and a waste of precious resources.

In working with many family owned companies over the years in the Strategic Planning process, I have learned that the process itself needs to adapt to a particular environment. It also helps to have some outside help in guiding the family business through the process. One size does not fit all in this instance, and an outsider’s perspective can help facilitate this process much easier.

A company’s Strategic Plan is not something to be developed and put on a shelf. Business success comes from engaging in the process of creating a Strategic Plan and using the results as a roadmap on a daily basis in leading the business forward. Those that follow this process are more likely to experience increased business success into the future.

Do you want help creating your own family business’ Strategic Plan? Quad Group ( www.quadgrp.com ) can provide facilitation and guidance on how to create alignment and success through the Strategic Planning process for your family business.

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Strategic Business Planning for Family Businesses - Oct 2023

Strategic Business Planning for Family Businesses - Oct 2023 Event Details

Family businesses need new capabilities and experienced support to drive the success of their business and adapt to rapidly evolving market demands consistent with their families' objectives. If you’re tired of ‘ground-hog’ years where little to no change occurs, join our 8-week guided program to implement a strategic plan to accelerate your growth and profit objectives.

• WHEN 25 October, 2023 12:00 PM - 13 December, 2023 1:00 PM
• WHERE Online Online AEDT

Member Tickets

Non member tickets.

Achieve your family business growth and profit targets

Family businesses need new capabilities and experienced support to drive the success of their business and adapt to rapidly evolving market demands consistent with their families' objectives. If you’re tired of ‘ground-hog’ years where little to no change occurs, join our 8-week guided program to implement a strategic plan to accelerate your growth and profit objectives.

Course outline

A blended Strategic Planning program run over an 8-week period by experienced Family Business expert, Harry Kras from the Family Business Resource Centre, comprising of;

• 1 x 45-minute webinar at the start of the program to guide participants on the Strategic Planning process
• 1 x 45-minute webinar at the end of the program to guide participants on driving the implementation of their Strategic Plan
• 16 module Online Training course including 4K videos, written outlines and work areas for participants to ‘learn through doing'

Practical outcomes, not theory

• Learn a wealth of powerful tools and processes to share the way you develop or refine your family business strategic plan
• Get clarity around where the family business is now as well as a vision for the future
• Understand  and harness the family-owned aspect of your business to harness your unique competitive advantage and stand out from the rest of the market
• Capture all your great learnings and insights from the program into an actionable one page plan for your business
• Boost your probability of change success with your strategic plan
• Receive accountability and support from your facilitator for the duration of the program

Who should attend 

• Current and future leaders of the Family Business

Course Content

This online course is delivered over an 8-week period as self-paced online modules. Webinar sessions will be held via Zoom.

- Strategic Planning Course Overview - Family Business 3-dimensional model  - Now Where How - Vision Mapping - Understanding the Strategic Planning model - Developing your Sustainable Competitive Advantage - Strategic SWOT - Mindmapping the HOW - Pareto – 80/20 - Force Field – taking Strategy into action - Family Business Structures - The one-page Plan - Change Success - Strategic Planning:- Next Steps

Course Facilitator

Harry Kras  | Family Business Resource Centre

Specialties: Family agreements and constitutions, Succession Planning, Vision and Values Areas of expertise: Communication skills

Families seek out Harry to help them work together more productively in areas such as improving communication within the family, developing a common vision and values, documenting their understandings in a family agreement or constitution, easing the transition process from one generation to the next. Harry is a family business facilitator and works with successful business families to help them harness the power of the family to maximise the rewards from business ownership. His many years of experience in the field enable him to help his family business clients find answers that suit their unique circumstances.

Early bird rates close on the 20 October 2023.

Contact the FBA Office on 1800 249 357 or [email protected]   if you require assistance with your registration.

Other events you might be interested in

Planning Succession for Family Business - Online - Sep 2024

Every family business needs to start planning for their future leadership. Whatever your planning horizon is to transitioning your business, now is the time to start having the conversation.  Succession is one of the greatest challenges associated with running a family business.

Planning Succession for Family Business Course - May 2024