Case Study #1
Sibling Rivalry

In one small family business with a father and two sons the conflicts were not faced in a timely way. Over the course of twenty years the brothers had built up a large amount of resentment, with Dad mediating the conflicts for years. By the time Dad was ready to retire the brothers could barely sit in the same room together, never mind run a business together. Their conflicts were not new. They had been fighting for years and had never found ways that resolved conflicts that left their egos and sense of self esteem intact. Further they had never learned "how" to resolve conflicts. Dad approached us hoping not to have to sell the business.

Case Study #2
Dad Just Won’t Let Go

In this 25 million-dollar business two sons had worked with their father for over 20 years.

The diagnostic interviews showed a great deal of alienation in the family, an inability to have constructive family meetings and a long –build-up of anger and resentment between the generations. The father was a vigorous 72-year-old who had quite set ideas as to the direction of the business. His autocratic leadership style had molded the business and his Marketing acumen had gained a strong foothold in a very competitive market. However, the sons were increasingly restless. Having assisted Dad for years one son was eager to show his leadership ability, the other was less committed and showed less leadership or need for power.

Case Study #3
Succession in a Complex Family Business

The XYZ Company has been flourishing over the last 30 years. They currently have over 5000 employees and one foreign strategic partner. Begun about sixty years ago, the entrepreneur turned it over to his children to jointly manage in the 1950’s. They have done an excellent job growing the company into the largest company in their market. The role of the Chairman of the Board has been ably managed of the second generation for over 40 years but the second generation is aging. There are numerous individuals in the next generation, several of whom work in the business and already over 50 family shareholders. They called for assistance in creating an effective succession process and to maintain family harmony in the process.