Family & Alternatively Owned Businesses

The business of family

While family businesses are impacted by the same industry, social and economic trends as non-family business, their cultural footprint, approach and mindset differs considerably. A sense of longevity, stewardship and responsibility underpins these organisation and the consequent mindset of its senior leaders.

Specialist leadership advisors to:

Consumer & retail
Media, digital & creative agencies
Healthcare & community services
Hospitality & leisure
Industrial, engineering & construction
Professional & financial services

Our approach

Delivering diversity

Our experience

Over the past thirty years our team has developed a partnership and commitment with many family businesses – some going back centuries. We work with clients to understand their individual requirements, particularly as they relate to talent and succession planning. Our own history and transition to an employee-owned business gives us a genuine and personal insight into the creation and stewardship of a legacy business, and an understanding of the challenges and opportunities when transitioning between generations. Our Family Business practice is therefore well-placed to advise organisations on the importance of identifying candidates who embrace the values and approach to operate successfully in a family-owned context.

We are proud to have supported many businesses with the appointment of key executive and non-executive leaders. Our approach is always to combine our expertise in different ownership structures with a complementary sector experience, from retail, leisure and hospitality, financial services to manufacturing or construction, and everything else in between.

Tomorrow’s Legacy: Succeeding in Family Business

Our report explores broad perspective across the family business world, about future leadership, succession planning, how leadership roles are evolving and the skills and attitudes required as they move forward. We were delighted to talk to executive and non-executive leaders from family businesses across many different sectors and geographies who all shared their thoughts and insights to feed into this report. Through these conversations we have looked at the different approaches to leadership and succession planning, particularly the way in which the integration of non-family leaders has been undertaken and look at the challenges and opportunities leaders and their businesses face as they look to future generations.