Governance for Families With Operating Businesses

Family-owned enterprises are global powerhouses. They contribute up to 70% of global GDP, employ millions, and outperform non-family firms in resilience and long-term stability. Yet as they grow beyond the founder stage, these enterprises face a unique challenge: the intersection between family and business becomes more complex, emotional, and fragile.

Without a strong governance system, family businesses risk: conflict between active and non-active shareholders, unclear roles and authority, succession uncertainty, emotional decision-making, poor communication, talent flight, business underperformance.

This guide outlines five essential steps to build a governance system that protects both the family and the enterprise, ensuring continuity, performance, and unity across generations.