The German firm, Carl Kühne GmbH & Co. KG is an outstanding example of how a family business can not just survive but thrive for over 300 years and is now in the tenth generation. Only a tiny percentage ever make it to the tenth generation so how have they done it? We asked Stefan Leitz, the current chairman of the management board. What’s The Secret Of Kühne’s Success? There’s no one single answer. Part of it is about having a strong brand, recognised all over Germany, but we’ve also always been good at understanding the trends in our market and the needs of consumers and customers. The business was built on vinegar; as early as 1900 Kühne was making mustard, mayonnaise, sauerkraut, pickles, and preserves. Since then, Kühne gained a market-leading position by a combination of smart acquisitions, and continuous product development in related categories. By the time I became chairman in 2013, our customer base was ageing, and we weren’t developing enough new products to appeal to younger consumers. My challenge was obvious: to rejuvenate the Kühne brand without neglecting the master brand. So What Did You Do? We focused on new product development and renewing our working culture. So one of the first things I did was to introduce the informal way of communicating and a culture of giving and receiving feedback across all levels of the company. The management now also focuses much more on results rather than processes. This was a major change for us – we were quite traditional in the way we worked together. But it was significant as a way of signalling that things were going to change. We added other similar changes, like a more casual dress code, and various Kühne events for our employees, like regular barbecues, and an Ice Bucket Challenge to foster participation and teamwork. It was the start of a whole new ‘Kühne Kultur+’. Now we are redecorating and modernising our offices as well. The heart of this new culture is our mission of being ‘KUEHN’, which means ‘bold’ in German. Each of those letters stands for some aspect of that central idea: Konsequent (consequent), Unabhängig (independent), Erfolgshungrig (hungry for success), Herzlich (heartfelt), and Nachhaltig (sustainable). And the new culture is underpinned by our equally bold vision we created: ‘Kühne in every kitchen’. What’s Changed Since Then? We’ve been a lot bolder! You can even see it in the names of our new products: we used to have names like Gipsy (Zigeuner) Sauce or Curry Sauce; now it’s Firestarter and Sweet Angel. And the mix has changed too: we’ve developed a new sub range called Kühne Enjoy, targeted at younger consumers, and included vegan salad dressings and a new line of barbecue sauces named ‘Made for Meat’, as well as vegetable chips. All these were developed from the start with the international market in mind. We want to move from being a German company with a large international presence to an international company with German roots. Furthermore, we automated the production process in a single quantum leap, we foster internationalisation, and we are considering acquisitions. And There Is More To Come… We love our heritage and we take pride in it. Although we’ve had a successful track record for over 300 years, to be successful in the 21st century we need to think more like a start-up. That’s what we’re doing now. The proof is in the results: we’ve had record sales, growth in profitability and market share three years in a row. This feature forms part of the PwC Global Family Business Survey 2016. It has been reproduced with permission of PwC.

Businesses could lose the battle for talent due to automation, warns leading workforce solutions provider, Reed Talent Solutions, with research showing that Gen Zs1 are more likely to prefer human interaction in the recruitment process. A survey of 1000 people who had secured a new job, with a new company, in the last 12 months, conducted by Reed Talent Solutions, found that the majority of Gen Zs (77%) felt frustrated with not being able to speak to someone directly during the recruitment process. In comparison, only 64% of Gen X and Boomers felt the same. On top of this, the research also found that Gen Zs were much more likely to pull out from the recruitment process, with six in ten (60%) withdrawing an application early – with the most common reasons being the process was too slow (45%) and they would rather deal with a real person opposed to automation (37%). In comparison, less than a half (46%) of the Gen X and Boomer generation have withdrawn their application early, with the top reasons being the process was too slow (51%) and that they weren’t fully aware of the job description and salary (31%); only 16% of this generation withdrew due to automation. “Businesses need to reconsider how they use automation throughout their recruitment processes to attract the next generation of talent. We all assume the younger generation prefers technology and its convenience – but in reality, the human element is so important,” says Julie Hinchcliffe, Managing Director of Contingent Workforce Solutions at Reed Talent Solutions. On top of this, when asked if they would prefer more or less automation during the recruitment process, less than a third of Gen Z (31%) and Gen X (24%) candidates wanted more automated processes, in comparison to nearly half (47%) of Boomers. Julie continues: “Automation can help some recruitment processes, making it faster and easier for both the candidate and the employer. If done well, you won’t lose talent by implementing automation, but what is key, is ensuring the time it takes between encountering automation and hearing back from a person is kept to a minimum. The longer you leave it, the more disengaged the candidate will be." “Those hiring also need to make sure candidates are given all the information they may desire throughout the process – from salary to the working environment – as without speaking to someone, if the information is not there, they are likely to be frustrated. “In a market where attracting talent is more of a competitive sport than a walk in the park, businesses need to regularly assess and evaluate their recruitment processes to ensure they’re as inclusive as possible.” When asked about the effectiveness of chatbots, Gen X and Boomers were the least impressed. Nearly half of Gen Zs (43%) stated chatbots were helpful, whereas only a quarter (25%) of the older generations agreed. The survey also found that different generations of workers preferred automation at different stages of the recruitment process. The Boomer generation were much more likely to prefer chatbots when trying to book an interview (51%), whereas only 29% of Gen Zs agreed. The research also found some key trends that were quite consistent for all generations. For example, the majority of people would prefer to be told they have secured an interview for their job from someone directly, as opposed to via an automated response. The top reason for this was due to it being more personal and engaging, and because a real person can provide clarification and additional information. “The survey brings some interesting differences to light that HR teams ought to consider. We found that Gen Z candidates are much more likely to want more human interaction during the interview stage, whereas Boomers prefer human assistance during the booking of interviews and tests, and during the reference and vetting process,” continues Julie. “Knowing when to implement human interaction or chatbot assistance, can really change the recruitment experience for potential candidates. If candidates leave you feeling heard, valued and respected for their time in the application process, they are much more likely to want to accept a job offer, or even try for another job with you in the future if unsuccessful.”

The survival of family businesses may depend on their response to the climate crisis. A new coaching method goes straight to the collective unconscious of organisations, revealing the key to successful intergenerational transition. Evolving To Survive Over 60% of the world’s businesses are family firms. Leadership transition is a hazardous moment in the life of these organisations, and few survive as far as their fourth generation Among the critical factors determining their long-term survival is their capacity to develop a strong and distinctive entrepreneurial orientation (EO) in each generation: the capacity to reinvent the business, and to seize new opportunities amid shifting landscapes and challenges both within and outside the family. The EO of a company is naturally entangled with its younger members’ emotional ownership regarding the company’s ethos and activities. The achievements of one generation can be destroyed in the next if a family does not acknowledge these psychological conditions for its continued business success. The related challenge for specialists in family governance is to identify barriers to emotional ownership that disinclines the next generation to continue the family enterprise. For the current generation, response to the climate crisis is a crucial determinant – but few businesses are equipped to understand the dynamics governing their survival in the face of this generational challenge. The paper below explores the challenges in more detail:

A leading Scottish hotel group has announced its new charity partnership for 2023. Crieff Hydro Family of Hotels, has pledged to raise much needed funds for Scotland’s Charity Air Ambulance (SCAA), which provides life-saving services to communities in every corner of Scotland, for the next 12 months. The funds will be raised by hotel employees across the hotel group’s eight properties within the portfolio, as well as guests who pass through its doors throughout the year, with a number of activities already earmarked to kick off fundraising. The hotel group’s big-hearted employees have a fantastic fundraising track record, having raised thousands for a variety of both local and national charities throughout the years, and the team at Crieff Hydro Family of Hotels are looking forward to doing all they can for Scotland’s only air ambulance charity. With a crew based at Perth airport, close to the hotel’s flagship property, Crieff Hydro, the charity recently marked its 10th anniversary. Since May 22, 2013, SCAA has doubled its operation, launching an Aberdeen base in 2020, responded to nearly 5,000 call outs, raised over £50 million and flown nearly half a million miles, saving thousands of lives and impacting on thousands more, particularly in remote and rural areas. Stephen Leckie, Chairman and CEO of Crieff Hydro Family of Hotels, said: “It’s vitally important for us to support those most in need through charity fundraising, and we’re very much looking forward to embarking on this new partnership with Scotland’s Charity Air Ambulance. The dedication and skill of the pilots and paramedics involved is phenomenal and their life saving efforts makes SCAA a perfect fit for our charity partner of the year.” SCAA CEO, David Craig, said: “We are immensely grateful to Stephen Leckie and the Crieff Hydro Family of Hotels for choosing SCAA as their charity partner this year. The generosity shown by hotel employees and guests visiting their properties will undoubtedly help save lives as we respond to emergencies across Scotland, 365 days a year.” “SCAA’s life-saving service is only possible thanks to the ongoing support of the individuals, businesses and organisations of Scotland and partnerships like this with the Crieff Hydro Family of Hotels help to fly us into the future, ensuring we are there for the people of Scotland when we are needed most.” Crieff Hydro Family of Hotels comprises eight hotels located in Perthshire, Dundee, the Scottish Borders and the Highlands.

Britain’s manufacturers are seeing a continued rebound in activity in the second quarter of the year, easing fears of a significant recession for the sector according to a survey published today by Make UK and accountancy and business advisory firm BDO. The findings in the Make UK/BDO Q2 Manufacturing Outlook survey show a continued positive picture with the improvement being driven by strong demand in the Other Transport and Electronic sectors in particular, with the balance of output in Other Transport (largely aerospace) extremely strong at +82%. According to Make UK and BDO this reflects continued recovery in the aerospace sector with the increase in passenger miles, together with a spate of large orders for new aircraft over the last year. Furthermore, strong balances for electronics are becoming embedded as companies invest in digitalisation and extra capacity to counter labour shortages. These investments are now translating into consistently strong balances for the South East where electronics is the second largest industrial sector in the region. However, despite conditions remaining positive, Make UK is still forecasting a slight contraction for manufacturing in 2023, although the picture remains far better than the significant contraction Make UK was forecasting at the end of last year and in Q1. James Brougham, Senior Economist at Make UK, said: “Manufacturers are seeing a gradually improving picture but the word ‘gradually’ is doing a lot of heavy lifting. However, companies are at least seeing a relative period of stability after the political and economic turmoil of the last few years when they have spent most of their time firefighting. Substantial challenges still remain, however, and so long as there is an absence of an overarching industrial strategy growth prospects will remain anaemic at best.” Richard Austin, BDO’s National Head of Manufacturing, says the burden on manufacturers still lays heavy, adding: “Despite the first half of the year seeing some pressures easing, there are longer-term systemic challenges in the UK market, with built-in inefficiencies that need to be addressed urgently in order for UK manufacturing to effectively plan and invest.” “Supply chain pressures, for example, are an endemic issue for the businesses we talk to, particularly medium-sized firms. They are facing continued disruption and increased costs, at home and abroad, with many choosing to onshore operations but facing major barriers in doing so. These issues cannot be overlooked by policymakers or we run the risk of tepid-at-best growth for UK manufacturing while neighbouring countries outpace us.” According to the survey, the balance on output increased slightly from Q1 (+24% from +21%) and is expected to remain at a similar level in the next quarter at +22%. Total orders fell slightly to +21% from +28% in Q1 although companies are more optimistic for increased orders in Q3 with a balance of +27%. In line with this stable picture, UK orders fell slightly to +15% from +20% in Q1 although as with the picture for total orders are expected to pick up in Q3 to +21%. Export orders also saw a rise from +12% to +15%, although companies see a slightly weaker picture in the next quarter at +12%. The scramble to attract and retain talent also shows no signs of abating, with recruitment intentions remaining stable at +18% (+19% in Q1) improving substantially to +30% in the next quarter. These employment balances are very elevated by historic standards and, apart from the initial quarters of the pandemic, have been at elevated levels since the EU referendum. Investment intentions, whilst still positive at +10% eased back from the 14% in the first quarter, perhaps reflecting the crossover between the end of the super-deduction scheme and the onset of the benefit from full expensing. The survey also shows that, in the face of continued skills shortages and strong labour demand, wage growth shows little or no sign of easing with a fifth of pay settlements reached in April at 5% and a further 15% of settlements at 6% or above. In terms of overall output this year Make UK and BDO are forecasting a contraction of 0.3% although this is a significant improvement from the contraction of -3.3% made in Q1 and the -4.4% forecast at the end of last year. However, Make UK is maintaining its previous forecast for growth of just 0.8% in 2024. UK GDP growth is at 0.4% for 2023 and 1.3% for 2024. The survey of 327 companies was conducted between 19 April and 24 May.

Work is underway to expand the footprint and offering at St Edburg’s CE Primary School, in Kingsmere, with Willmott Dixon breaking ground on the £12m project to increase pupil places by 50%. Procured via the SCAPE framework and designed by Acanthus Clews Architects, the works mark a return to the site for Willmott Dixon, having built the original school in 2016 when it relocated from its historic building behind St Edburg’s Church in Bicester. With a significant increase in housing around Kingsmere in recent years, the number of students attending the school has steadily increased from 160 in January 2016 – when the school was built – to 420 in September 2022, leading to many of the form entries being oversubscribed. The school expansion located on a nearby satellite site and set to house the nursery, reception and key stage one classes will see the construction of a purpose-built, net-zero in operation (regulated) facility. To make the building net-zero regulated, the design incorporates numerous sustainability elements to help lower running costs and future-proof it. It is designed to be BREEAM Very Good and will feature air source heat pumps, a PV array on the roof and seven electric vehicle charging points. Michelle Cotterill, director at Willmott Dixon, said: “Being back on site at St Edburg’s School and helping to expand their offering is really exciting. The school is the oldest in Bicester, but it continues to move with the times – modernising and expanding its facilities to offer the very best for pupils, so we’re really pleased to be back.” “We’re also looking forward to getting to know the local community again. Throughout the project, our team will be engaging with local educational institutions to provide CV advice, mock interviews, site tours and work experience opportunities. We are also looking to run our award-winning enrichment programme that teaches secondary school students about the construction industry, and the careers available, and provides them with a Bronze Industrial Cadets certificate.” Andy Terrey, headteacher at St Edburg’s CE Primary School, said: “WITH DEMAND GROWING FOR PLACES AT THE SCHOOL, WE KNEW WE NEEDED TO EXPAND OUR FACILITIES. BY CONSTRUCTING A PURPOSE-BUILT SATELLITE SCHOOL, WE HAVE THE OPPORTUNITY TO CREATE A BRAND-NEW BUILDING THAT IS IDEAL FOR THE NEEDS OF YOUNGER CHILDREN – INCLUDING AREAS SUCH AS DEDICATED EXTERNAL PLAY AREAS, WHICH ARE KEY FOR OUTSIDE LEARNING AND DEVELOPMENT.” “We’re also able to meet the needs of local families head on, with new housing still underway in local community. I’m therefore really looking forward to seeing the works get underway and to be working with Willmott Dixon again, following the team’s fantastic work on our current school.” Construction is now underway. Works are expected to be completed in June 2024, ready for the 2024/2025 school year.

Following the acquisition of six Individual Inns pubs in 2019, family brewers – Robinsons Brewery – have completed an extensive renovation the Tempest Arms, a 17th century inn situated on the edge of the picturesque Yorkshire Dales – their largest pub investment to date. Following a five-month closure, the Inn now presents a brand new look, including a full refurbishment of its 21 guest bedrooms. William Robinson, Joint Managing Director at Robinsons Brewery, commented: “It was always very important to retain the character and heritage of the pub, and simply enhance its original features. This investment represents our dedication to our estate where we have further investments planned during the remainder of the year.” Internally, the Tempest now offers a new semi-private dining room beside the restaurant area, featuring a beautifully restored trestle table for 10 – the perfect space for a private function accompanied with delicious food, proudly made with the freshest, seasonal produce. The stunning bar, re-designed as the pub’s focal point and hub for its loyal and local community. It is the ideal base to enjoy Robinsons’ award-winning cask ales, lagers and spirits from around the world. The new design, generating a ‘farmhouse’ feel throughout, features original reclaimed furniture upholstered in an array of beautiful fabrics, with atmospheric lighting forming the perfect ambience. Stone walls were carefully cleaned, beams lovingly restored and original fireplaces retained. 21 bedrooms have benefitted from complete makeovers, designed with a mid-century feel that reflects the beautiful surrounding countryside to provide a calming, serene environment for guests. A colour palette of warm neutrals and an aged pink to the rooms was carefully selected, paired with various textured fabrics and a simple lighting design, all with the theme of nature in mind. Artwork by Yorkshire Artist Sue Lawson adorns the bedroom walls, complementing the scheme perfectly and giving a nod to the local landscapes. Popular with weddings and celebrations, the Tempest also boasts an impressive function room, the perfect space for wedding receptions and other functions. Externally, a spaciously paved courtyard garden (which sits between the bedrooms and the main bar and restaurant) shows off remarkable country planting, lantern lighting and brand new wooden dining furniture; the ideal spot to relax and take in the rolling countryside views with friends or family.

A prestigious Staffordshire school is putting careers for women in engineering centre stage with a series of innovative and fun education days. In the run up to International Women in Engineering Day on June 23rd, The JCB Academy at Rocester has joined forces with world-renowned digger maker JCB to encourage girls from across the county to consider careers in engineering. Almost 400 Year 6 girls from schools across Staffordshire and Derbyshire visited the Academy for a day of inspirational talks from JCB graduates and apprentices as well as engineering experiments to spark their imaginations. The youngsters built giant towers using spaghetti and took part in an Egg Crash Challenge as part of their interactive taster day. The JCB Academy Principal Jenny McGuirk said: “Year on year the number of girls choosing to study at The JCB Academy is rising but we still have more to do. Events like this give the Year 6 girls a real taste of what engineering is all about; problem-solving, innovating and having great fun at the same time.” “The girls also got to meet some great role models, working with our own female students as well as apprentices and graduates who are forging fantastic careers in engineering and business with JCB. The event is also supported by The Institute of Engineering and Technology and Loughborough University who both champion this important issue.” JCB Early Careers Scheme Leader Holly Broadhurst added: “The number of female engineers at JCB is growing and while 20% of our early careers recruits are now female, we are not complacent and work hard to encourage more women into what has historically been viewed as a male profession. Changing these perceptions is a long-term goal and by supporting The JCB Academy and engaging with the next generation we can show girls that engineering is a great career path for everyone.”

Working with GAP Hire Solutions, Kier Highways Solutions (KHS), a national surface treatments provider, has electrified its entire forklift fleet. This forms part of KHS’ efforts to embed sustainable practices throughout its operations, following an audit of Wymondham Plant, its bituminous materials manufacturing arm. Located on a 7-acre site in Wymondham, Norfolk, and producing thousands of tonnes of bituminous materials each year, forklifts play an important part in KHS inventory management. KHS also sells roofing felts, sealants, solutions, tools, and PPE. It approached GAP to learn more about the potential carbon savings associated with transitioning its forklift fleet. By switching from diesel to electric, KHS has removed fumes and carbon emissions from its forklift fleet. KHS chose the Baoli KBE52N 2.5tonne model, which is powered by a 48x 625 AH battery. This is also fitted with automatic electric braking when the accelerator is released. This enhances driver safety, and the recovery of part of the braking energy is also converted into electricity and made available again. The new models will create annual carbon savings of up to 71,270 kgCO2e (based on an 8 hr shift) across Kier Highways Solutions’ forklift fleet. Neil Faulkes, Major Account Director at GAP, commented: “Both Kier and GAP have been delighted with the build quality and operational longevity of the Battery powered Baoli forklifts. Coupled with the support from DAB Handling, the UK Baoli stockist, the hand-over familiarisation given as part of the overall supply and support package GAP offered to Kier, the experience has been seamless and has enabled GAP to support Kier in reducing their environmental impact.” Lee Draper, general manager at KHS, said: “At Kier Highways, our sustainability strategy sets out how we plan to reach net-zero on our scope 1 & 2 emissions by 2030. A key part of this is transitioning to alternative, non-fossil fuels across our fleet.” “This empowers all of us to look at how we do business, and make the necessary steps to reduce our environmental impact, while ensuring the same quality product. We’re pleased that GAP could support us to find a solution with considerable long-term carbon savings.” GAP continues to work closely with Kier Highways Solutions to support its decarbonisation efforts across the business.

The Top Up Shop is a community-based initiative that runs each Saturday Morning throughout the year at various Ipswich locations. For the small cost of £2, customers can go to the shop and fill up a recyclable bag with goods to supplement their weekly shop. There are no qualifying conditions and no referral is needed: they welcome everyone. The shop has been running successfully for 7 years and caters for as many as 70 shoppers per week covering many postcodes with in the Ipswich area. To keep running the shop relies on donations from local supermarkets, grants and donations… which is where we are delighted to be able to step in. Pat Lewis, Source One chairman, comments: “I grew up on the Chantry estate in Ipswich, my Mum still lives there, and so getting the chance to provide some support to those that need it in the community is special to me.” “The Ipswich Top Up Shops is a brilliant and, sadly, a much-needed initiative with so many struggling in the UK with food prices. We are delighted to be able to give some financial donations to this initiative, particularly to the St Francis with St Clare, Hawthorn Drive, location where I went to discos in my youth!” The Peace Café In addition to the Top Up Shop, The Peace Café is another brilliant project that was launched to provide a warm space for those who were in the fuel poverty bracket. The idea was that it provides a warm space with hot food and drink to our customers. The café provides a lounge type atmosphere with comfortable seating coffee tables and side tables. There are newspapers to read, a jigsaw to do, a craft table, music playing board games etc. They also help people get access the internet for looking for jobs, housing or filling in forms. Since its launch, a community has developed among these people and friendships have been formed that may never have happened… as a result the café continued beyond the cold winter months as loneliness plays a big part in a person’s well-being. GPs are connecting with us and social subscribing is part of the success… hopefully helping the users to feel good about themselves and being aware of others in these uncertain times.

Beyond Encryption, the industry standard for secure digital communications, is now a Certified B Corporation. They join a growing group of companies that are reinventing business, by pursuing purpose as well as profit. Beyond Encryption is a secure software company, protecting and connecting businesses throughout the financial services industry and other aligning sectors. Beyond Encryption’s flagship product, Mailock, is a secure email solution that utilises encryption and ID authentication, giving organisations the tools they need to protect sensitive data when communicating with customers. Beyond Encryption has been certified by B Lab, the not-for-profit behind the B Corp movement, as having met rigorous social and environmental standards which represent its commitment to goals outside of shareholder profit. The B Corp certification addresses the entirety of a business’s operations and covers the five key impact areas of Governance, Workers, Community, Environment and Customers. The certification process is rigorous, with applicants required to reach a benchmark score of over 80 while providing evidence of socially and environmentally responsible practices relating to energy supplies, waste and water use, worker compensation, diversity, and corporate transparency. Beyond Encryption is now part of a community of 6,279 businesses globally that have been certified as B Corps. The B Corp community in the UK, representing a broad cross-section of industries and sizes, comprises over 1,300 companies and includes well-known brands such as The Guardian, innocent, Patagonia, The Body Shop and Coursera. A recent focus on sustainability within financial services makes Beyond Encryption’s new B Corp certification a notable asset, as financial businesses consider the best way to digitise their services and meet their ESG propositions. Paul Holland, CEO and Founder of Beyond Encryption, says “In order to gain our B Corp certification, we had to meet a series of high-performance standards, demonstrating that we are acting mindfully and using our business as a force for good. Passing the assessment process has allowed us to join a community of extraordinary organisations that are all geared towards remaining forward-thinking and compassionate while creating a positive impact on the environment. Conducting ourselves authentically and committing to making a positive impact has always been a core value of Beyond Encryption, and the B Corp milestone just illustrates this further.” Chris Turner, Executive Director of B Lab UK, says “We are delighted to welcome Beyond Encryption to the B Corp community. This is a movement of companies who are committed to changing how business operates and believe business really can be a force for good. We know that Beyond Encryption is going to be a fantastic addition to the community and will continue driving the conversation forward”.

Let’s open up a discussion about family businesses — and what the future holds for them — by digging into the fundamental marriage between our personal and professional worlds. This will create the framework through which succession planning can be viewed realistically. In particular, let’s focus on how the challenges of the 21st century affect the family and the business. Each face changes in the wake of globalisation, international multiculturalism, workforce displacement, and disruptive technology. Change is the new status quo, and it brings a lot of distractions along with it. We should celebrate some of this change. In many ways, it is easier to start a family business than ever before thanks to swollen capital markets and the ability to reach customers around the world. The daughters of family businesses have more room than ever to step into the business world as leaders and entrepreneurs. Businesses are learning to be environmentally conscious and socially tolerant. On the other hand, families are fragmenting in unique ways. Children can, and often do, move far away from their homes and traditions. Holding the family together and promoting a common, proud family legacy is now a great challenge. International business competition is an omnipresent threat as well, whether from direct imports or foreign investment funds. Why Are These Things Important? The new trends in family business succession planning are caused by, or are reactions to, these external pressures. Some succession planning principles haven’t changed — things like the importance of communication and early planning or the need for a formal process. The old rules are still important bedrocks of good succession plans. The new trends, however, tend to speak to the challenges of our modern age. Trends That Matter To Succession Planning From a sociological and management point of view, there are a few dominant trends that matter to succession planning in family businesses: Ageing of family business executives; Rise in attrition among staff and future leaders; and Loss of family continuity. Family continuity is so crucial for multi-generational success in family business, and there is no quick fix for a family that’s lost its sense of shared history and pride. Harvard Professor John Davis summed the problem up well: “I do see this increasing sense of freedom in families that is good to some extent but also leads to a sense of fragmentation in the family’s purpose, and energy, and discipline… When you think about it, you know, parents even thirty years ago, certainly forty or fifty, had more influence in their children’s lives… and that is not the case today.” The families that best handle these challenges will be those that implement succession planning processes that adhere to best practices. Some of these are timeless. Others are specific to the modern era. Modern Best Practices — What Can You Do? We can’t cover every concept or procedure that you need in a well-developed succession plan, but these are some basics that will help you navigate the needs of the future. 1. Remember To Communicate Early And Often Healthy, honest, open communication should be at the core of virtually every healthy relationship, whether personal or professional. Family members and business partners need space to air grievances or share ideas. If you are a top-level business leader, it is imperative that you foster an environment where individuals can safely express emotions and discuss important topics. Create regular meetings around the board room and the kitchen table, share your visions, and ask for feedback. One more communication tip: include multiple generations. Let each generation feel heard. Use time together to build stronger family bonds. 2. Target Processes And Well-Defined Goals Succession plans should be in writing, and they should be created through a proven, shared process. We firmly believe in the value of a written family constitution, within which the process of cultivating talent and executing smooth transitions should be identified. These processes should clearly define what the goals of the business are, what the goals of the family are, and they should acknowledge that succession planning is a long evolution. This can’t be solved in a single meeting. Processes should be led by senior management and should emphasize non-traditional family structures. Modern family businesses are very diverse and often include separated couples, second spouses, step-children, and even close non-family members who are integral to the business’ success. 3. Establish a talent development programme You have to get out in front of attrition and the potential for disinterest among younger family members. Even if you already know that you want your son or daughter to take over someday, you still need to integrate them into the business effectively — and even prepare for the eventuality that they may not want the job. Look to outside talent. Make hiring and promoting decisions based on merit and experience. Make an effort to detect gaps in organisational talent and address them systematically.