This survey offers you 5 questions to answer for each of the following 8 dimensions:
1) Commitment to Family Purpose and Culture 2) Alignment in Family Values, Guiding Principles and Vision 3) Family Trust in the Governance Process 4) Talent Development and Prepared Family Leaders 5) Goals and Strategies for the Enterprise 6) Opportunities and Risks Assessment for the Enterprise 7) Adequate Return on Invested Capital for Risks Taken 8) Formal Process for Enterprise Governance
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1) Commitment to Family Purpose and Culture
The family has discussed their reasons for staying together and knows the benefits that result from collaboration. *
Strongly disagree
Strongly agree
The family has agreed on the reasons to work together and has clear alignment around common goals. *
Strongly disagree
Strongly agree
The family has agreed upon the desired family culture and identified the behaviors that reinforce that culture. *
Strongly disagree
Strongly agree
The family has established a clear identity for themselves as a family and how visible they want to be in the community and society. *
Strongly disagree
Strongly agree
The family has agreed on the desired family brand and how they plan to project and protect themselves on social media. *
Strongly disagree
Strongly agree
2) Alignment in Family Values, Guiding Principles and Vision
The family has reviewed the family’s history and legacy together and captured insights from their successes and failures. *
Strongly disagree
Strongly agree
The family has identified patterns, values and guiding principles that they share from their history. *
Strongly disagree
Strongly agree
The family has decided which patterns, values and principles to carry forward and which to leave behind in planning their future together. *
Strongly disagree
Strongly agree
The family has discussed the purpose for the wealth and the impact they hope to have with their family capital. *
Strongly disagree
Strongly agree
The family has developed and committed to a shared vision for their future together. *
Strongly disagree
Strongly agree
3) Family Trust in the Governance Process
The family trusts the governance structure to represent their interests equitably and to provide transparent decision-making. *
Strongly disagree
Strongly agree
The decision-making process is clearly defined, and each Council/Board has clear levels of authority and accountability. *
Strongly disagree
Strongly agree
Qualifications for family leaders are clearly defined, and proactive communication occurs from the family leaders to family members. *
Strongly disagree
Strongly agree
Family members receive regular briefings from family leaders about goals, priorities and decisions that have been made. *
Strongly disagree
Strongly agree
4) Talent Development and Prepared Family Leaders
The rising generation understands the roles and requirements of responsible ownership and stewardship in the family. *
Strongly disagree
Strongly agree
The rising generation is prepared for ownership and decision-making. *
Strongly disagree
Strongly agree
The family has committed to and developed a process for sharing the strategic vision for the enterprise and the leadership roles available for family members. *
Strongly disagree
Strongly agree
Each individual in the family is encouraged and given support to pursue their personal interests/paths, in conjunction with opportunities for roles in the enterprise. *
Strongly disagree
Strongly agree
The family has discussed how to foster the entrepreneurial spirit in the family and how to support entrepreneurs in their new ventures. *
Strongly disagree
Strongly agree
5) Goals and Strategies for the Enterprise
The enterprise family has established clear goals to support the vision using a strategic planning process. *
Strongly disagree
Strongly agree
The enterprise has developed specific strategies to support each short-term and long-term goal. *
Strongly disagree
Strongly agree
The Enterprise Board has a process for prioritizing the goals and their financial impact on the family. *
Strongly disagree
Strongly agree
The Enterprise Board oversees a strategic process that is used for planning in each entity. *
Strongly disagree
Strongly agree
The Enterprise Board has a mechanism/matrix for analyzing opportunities and allocating capital to the optimal priorities. *
Strongly disagree
Strongly agree
6) Opportunity and Risk Assessment for the Enterprise
The family has discussed its appetite for risk-taking and its tolerance for loss if risks taken don’t work out. *
Strongly disagree
Strongly agree
The enterprise has identified driving forces and key uncertainties that impact the family’s future together. *
Strongly disagree
Strongly agree
The enterprise has identified and prioritized the critical opportunities risks facing the enterprise. *
Strongly disagree
Strongly agree
The enterprise has established a Risk Committee to analyze the risks and develop mitigation strategies to reduce the potential impact of the risks. *
Strongly disagree
Strongly agree
The Risk Committee proactively monitors the risks and discusses the risk management process with the Board on a regular basis. *
Strongly disagree
Strongly agree
7) Adequate Return on Invested Capital for Risks Taken
Family members are aware of opportunities and risks facing each entity through an annual shareholders meeting. *
Strongly disagree
Strongly agree
Revenue forecasts and dividend forecasts are shared with the family and the family office for forecasting purposes. *
Strongly disagree
Strongly agree
Family investors understand the need for capital reinvestments and the timeframe required for a return on the capital invested. *
Strongly disagree
Strongly agree
The Enterprise Board is responsible for analyzing the long-term return on investment (ROI) for the family members. *
Strongly disagree
Strongly agree
A model for strategic allocation of capital among the diverse opportunities have been developed by the Enterprise Board. *
Strongly disagree
Strongly agree
8) Formal Process for Enterprise Governance
A discussion has been held regarding the pros and cons for centralized versus decentralized decision-making. *
Strongly disagree
Strongly agree
The enterprise leaders have developed a written Enterprise Charter that identifies ownership rights, distribution policies, allocation of capital, governance process and dispute resolution policies. *
Strongly disagree
Strongly agree
A process for selecting future leaders is identified by the governing board and external advisors are involved in the selection process. *
Strongly disagree
Strongly agree
Please take a moment to review your answers before submitting the survey. You can navigate back to previous sections and change any of your responses by clicking the ‘Previous’ button. 1 = Strongly disagree • 5 = Strongly agree
1) Commitment to Family Purpose and Culture
The family has discussed their reasons for staying together and knows the benefits that result from collaboration:
The family has agreed on the reasons to work together and has clear alignment around common goals:
The family has agreed upon the desired family culture and identified the behaviors that reinforce that culture:
The family has established a clear identity for themselves as a family and how visible they want to be in the community and society:
The family has agreed on the desired family brand and how they plan to project and protect themselves on social media:
2) Alignment in Family Values, Guiding Principles and Vision
The family has reviewed the family’s history and legacy together and captured insights from their successes and failures:
The family has identified patterns, values and guiding principles that they share from their history:
The family has decided which patterns, values and principles to carry forward and which to leave behind in planning their future together:
The family has discussed the purpose for the wealth and the impact they hope to have with their family capital:
The family has developed and committed to a shared vision for their future together:
3) Family Trust in the Governance Process
The family trusts the governance structure to represent their interests equitably and to provide transparent decision-making:
The decision-making process is clearly defined, and each Council/Board has clear levels of authority and accountability:
The decision-making system includes an input process from each generation and each branch using a Family Council structure:
Qualifications for family leaders are clearly defined, and proactive communication occurs from the family leaders to family members:
Family members receive regular briefings from family leaders about goals, priorities and decisions that have been made:
4) Talent Development and Prepared Family Leaders
The rising generation understands the roles and requirements of responsible ownership and stewardship in the family:
The rising generation is prepared for ownership and decision-making:
The family has committed to and developed a process for sharing the strategic vision for the enterprise and the leadership roles available for family members:
Each individual in the family is encouraged and given support to pursue their personal interests/paths, in conjunction with opportunities for roles in the enterprise:
The family has discussed how to foster the entrepreneurial spirit in the family and how to support entrepreneurs in their new ventures:
5) Goals and Strategies for the Enterprise
The enterprise family has established clear goals to support the vision using a strategic planning process:
The enterprise has developed specific strategies to support each short-term and long-term goal:
The Enterprise Board has a process for prioritizing the goals and their financial impact on the family:
The Enterprise Board oversees a strategic process that is used for planning in each entity:
The Enterprise Board has a mechanism/matrix for analyzing opportunities and allocating capital to the optimal priorities:
6) Opportunities and Risks Assessment for the Enterprise
The family has discussed its appetite for risk-taking and its tolerance for loss if risks taken don’t work out:
The enterprise has identified driving forces and key uncertainties that impact the family’s future together:
The enterprise has identified and prioritized the critical opportunities risks facing the enterprise:
The enterprise has established a Risk Committee to analyze the risks and develop mitigation strategies to reduce the potential impact of the risks:
The Risk Committee proactively monitors the risks and discusses the risk management process with the Board on a regular basis:
7) Adequate Return on Invested Capital for Risks Taken
Family members are aware of opportunities and risks facing each entity through an annual shareholders meeting:
Revenue forecasts and dividend forecasts are shared with the family and the family office for forecasting purposes:
Family investors understand the need for capital reinvestments and the timeframe required for a return on the capital invested:
The Enterprise Board is responsible for analyzing the long-term return on investment (ROI) for the family members:
A model for strategic allocation of capital among the diverse opportunities have been developed by the Enterprise Board:
8) Formal Process for Enterprise Governance
A representative process of governance has been developed that allows for efficient decision-making after gathering input from owners and independent advisors respected by the family:
A discussion has been held regarding the pros and cons for centralized versus decentralized decision-making:
A process has been developed for evaluating the performance of the managers responsible for running each entity:
The enterprise leaders have developed a written Enterprise Charter that identifies ownership rights, distribution policies, allocation of capital, governance process and dispute resolution policies:
A process for selecting future leaders is identified by the governing board and external advisors are involved in the selection process: