Family Business

Building on future resilience

Prepare your business for future generations

Family businesses are entrepreneurial, risk-conscious, value-driven and focused on continuity. But the world is changing at lightning speed. Thus, flourishing and growing further is less and less obvious. So it is searching for the optimal balance between entrepreneurship and professionalization.

Without concrete support from an experienced partner, this often fails. Gwynt can help. For 20 years, we have provided breakthroughs in business operations. We support entrepreneurship, professionalization, but also, for example, succession issues.

Professionalizing as a family business

Taking the next step in professionalization as a family business can often be extremely challenging. ingrained patterns, implicit knowledge from the past, pride and loyalty: what has always been the company’s strength can suddenly be the brake to change.

Maybe you recognize that. A culture that hinders you from making strides. The feeling that employees do not show enough ownership and proactivity. Having difficulty delegating as a family or executive. Not knowing how to further optimize and structure your business now.

Gwynt understands the issues like no other. We understand the feelings, interests and aspirations and what this requires of family, management and staff. Shoulder to shoulder, we create the breakthroughs needed to move forward.

From familial to professional management

Every family business is different and every issue is different. Professionalization is therefore customized. Yet there are five critical competencies that almost always need attention. And so where there are gains to be made.

1. Making values and goals explicit

Family businesses are often value-driven. However, professional management requires concrete goals and expectations. Therefore, the key is to make family and corporate values explicit and translate them into a tangible strategy and concrete goals at every level of the company.

That way, the direction and focus is clear to everyone. And employees can actively contribute to the realization of strategy and continuity with focused energy.

2. Letting go of ownership

Letting go is a lever for entrepreneurship and growth throughout the company. At the same time, it is perhaps one of the most difficult competencies for family businesses to learn. Letting go of ownership and transferring authority and responsibilities. 

Letting go requires trust in each other. Do employees take ownership and start acting entrepreneurially? Everyone will have to learn new leadership styles, competencies and roles.

3. Collective innovation

In the ever faster changing world, continuous innovation is a must. Don’t you? Then competitors walk past you in no time. By focusing on collective innovation, you actually make your company a leader.

Collective innovation involves engaging and challenging talents at all levels of the organization. It takes guts to experiment and collaborate with other disciplines or even with other parties. But it is precisely this collectivity and collaboration that leads to more energy and the necessary innovation. 

4. Clearly structure organization, roles and collaboration

The organizational structure in family businesses has often grown organically. This can be detrimental to effectiveness in the long run.

Do you want to keep a growing organization manageable and working together optimally? Then it is important to define clear roles, responsibilities and consultation structures. Both within the organization and between family and organization.



  • Everyone knows what can and should be expected of each other.
  • Alignment and decision-making no longer take place “upstairs,” but “horizontally.
  • Meetings have a clean structure aimed at effective and action-oriented decision-making.
  • Employees are consistently and clearly informed.
  • You create a safe and trusted environment where employees seek out and address each other.

5. Develop objective decisiveness

Family businesses often steer by intuition, and that is definitely a strength. Moreover, it becomes even stronger if you can back up intuition with figures and objective facts. Because when you know where you stand from established goals, management and staff can intervene and act proactively.

Also important: make implicit knowledge in the minds of the family and senior staff explicit. So that employees can act on both fact and collective knowledge.

The result is a more decisive company. People make quicker and better decisions and take the right actions.

Succession Planning

Succession planning is a hot topic for many family businesses. Can and will the next generation take over the business? Does the intended successor have the competencies needed?

The speed and magnitude at which new challenges are emerging is great. It is not always easy for the new generation to make the necessary strokes at the pace required.

We see through the challenges associated with succession processes. As a trusted partner, we have been privileged to support many family businesses in this regard. Together we build the bridge to the future and ensure continuity.

Want to experience our passion for family businesses for yourself?

Please contact Dirk Harm Eijssen, Partner at Gwynt
+31(0)6 261 089 66