Organizational Effectiveness

  • Organizational Assessments
  • Governance Structures for Family Businesses
  • Organizational Restructuring

The successful implementation of ownership and leadership succession plans requires the development of effective leadership teams and organizational structures that are aligned to the strategic priorities of the organization. Working with other colleagues, Sam provides his clients with the necessary leadership and organizational development resources.

Case Studies

  • Moving to a More Formal Philanthropic Structure
    • Through interviews with family members and a review of one family’s array of donor advised funds, we learned that the family made little strategic use of its existing philanthropic structures but practiced “checkbook philanthropy.” Although the family was truly philanthropic and provided leadership on numerous community issues, our assessment showed that they failed to use their philanthropic vehicles to full effect. We worked with the family to define its multi-generational philanthropic vision and to identify four areas of focus for its philanthropy. Then, working with the family advisors, we helped the family reach agreement to create an advisory board to oversee funding long-term projects in line with the family’s strategic priorities, with family members using their own donor advised funds to make personal grants.
  • Next Generation Forms Leadership Team
    • We worked with a family business on a 1st to 2nd Generation ownership and leadership transition in the real estate industry that required developing a new leadership team and a new operating structure. The father had built a diversified enterprise of three different businesses under a holding company structure and wanted to pass the businesses to his three children, all of whom were working in separate parts of the business. We helped the family develop a board of directors for the holding company on which two independent directors serve with the father and the three children who work in the business. We assessed the leadership capabilities and styles of the three siblings and four non-family executives, two of whom continued from their father’s leadership team. The second-born son was chosen as the new CEO since he demonstrated the greatest capability and had the most management experience. Finally, we help form a executive management team to support the CEO and manage the three operating companies.

October 15, 2013