According to our own data, we know that one of the variables that characterise our business fabric is the small size of family businesses compared to those in the EU and other leading countries. We are also aware that a growing company has a better chance of enduring over time. This explains why the family business has to work to improve its productivity, access new markets and internationalise, invest in R & D & i and transform technologically to become more competitive, better resist cyclical changes and expand its capacity for growth.
In any company, the people who comprise it are important. This is even more true in family businesses because human capital acts directly on the project of the future. It is necessary to foster internal talent, attract external talent, display capacity to transmit aims to all employees and share challenges.
At an educational level, attempts need to be made to close the gap between studies and the real needs of the business world.
In any family business, the protagonists of generational renewal are: the person who leaves the position, the successor and those family members who are stakeholders. It is a sensitive time for any organisation since the aim is to ensure the continuity and development of a legacy while maintaining a balance between family, property and company.
In this context, not only is it necessary to prepare for the natural succession process but also to consider how to find committed stakeholders who are actively and emotionally linked to the project. This process has to be readied and structured and it must bring together strategy, organisation and governance.