Before the outbreak of COVID-19, our 2019 Family Business Survey revealed signs that a sustained period of higher growth levels was beginning to weaken in response to falling oil prices. The pandemic has only exacerbated the situation. More than half of the family businesses in our 2021 Middle East Family Business Survey reported that COVID-19 has had a negative impact on their sales.
In this environment, there is intense pressure on family businesses in the region, which are much larger than their western counterparts in terms of family members, to maintain the double digit growth rates that are required to sustain the standard of living for the next generation of shareholders.
To ensure family harmony, smooth succession and continued growth, Middle East family businesses will need to approach their family matters with the same level of professionalism that is applied to operational decisions and business strategy.
Family businesses in the Middle East are often driven by two key considerations – to maintain family harmony and to continue to grow.
What does this scenario look like?
What does this scenario look like?
What does this scenario look like?
What does this scenario look like?
Select family members are allowed to serve in the business (e.g. one or two children from each family branch)
What does this scenario look like?
Family members may serve on the board of the holding company or subsidiaries, the Shareholders Assembly, the Family Council, various committees but not occupy operational or management positions in the business
What does this scenario look like?
NextGens are not allowed to work in the business but may utilise business capital and resources to invest in new ventures with the family business
Family businesses face many challenges and issues that can affect growth and relationships between family members. To avoid conflict and disappointment, it is increasingly important for families to employ strategies that remove emotion and personal bias from the decision-making process.
On the family side, this means separating family issues from business issues, establishing family rules and conflict resolution mechanisms. On the business side, it’s vital to set up good corporate governance and prevent any issues that could arise from family members working in the business. The latter can easily be addressed through family employment scenarios and policies that set out clear rules for family members who want to add value to the company.
Ensuring that there are mechanisms in place to solve both family and business issues will be key for Middle East family businesses that want to ensure continued growth and family harmony.