1409-1326568 Family Business Exec Summary-LOW

Staying power:
how do family
businesses
create lasting
success?
Global survey of the world’s
largest family businesses

About our survey
This report is based on 2014 survey data gathered from a database of 2,400 of the world’s largest
family businesses. This database comprises the largest family businesses from the top 21 global
markets — Australia, Belgium, Brazil, Canada, China, France, Germany, the Gulf Cooperation
Countries (Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the United Arab Emirates), India,
Indonesia, Italy, Japan, Mexico, the Netherlands, Russia, South Korea, Spain, Switzerland,
Turkey, the UK and the US. Valid Research, an independent research institute in Germany, used a
questionnaire and conducted 1,000 phone interviews in the specific country language with senior
ranking family business leaders. Based on the number of companies contacted to achieve our
desired sample size, we achieved a 42% response rate. This report takes into account the responses
of the 25 largest family-owned businesses in each of the markets.
Download the survey executive summary at ey.com/stayingpower.
Coming soon …
We will be releasing a series of in-depth explorations of the key topics covered by this survey.
The future insights will delve more deeply into the data and will explore the differences of
countries, regions, and developed and emerging markets in each of the following topics:
• Succession
• Women in leadership
• Governance
• Communication and resolving conflicts
• Branding
• Corporate social responsibility, philanthropy and sustainability
• Cybersecurity

Staying power: how do family businesses create lasting success? | 1
Family businesses are an essential source of prosperity
and stability in both our global economy and our society.
Many large, well-known companies are family owned
and proud of it. These businesses create jobs, invest
in their communities and give back to society. The
characteristics and practices of large, long-lived family
businesses serve not only as a model for other family
businesses but also for all companies that aspire to
maintain an entrepreneurial spirit, innovate and
grow consistently.
That’s why EY has teamed with Kennesaw State University’s Cox Family Enterprise Center to survey
the world’s largest family businesses with a focus on seven success factors: succession; women
in leadership; governance; communication and resolving conflicts; branding; corporate social
responsibility, philanthropy and sustainability; and cybersecurity. We’re delighted to share
an executive summary of the results of our groundbreaking survey.
As a group, they report having a firm handle on succession. They welcome women into leadership
and onto the board, displaying gender equity that far outstrips most other types of ownership
models. Their overall family cohesion and unity are high, and although conflict does arise, it is
generally managed in a healthy way that serves to bind the family closer together. Their leaders
are proud of their family businesses and happily proclaim it in their branding. Their management
practices clearly prioritize long-term growth, health and family unity, leading them to high
performance, more staying power and healthier owning families. Their growth plans tell the tale
of their success — 54% plan to add an estimated 100,000 jobs, and 68% plan to increase their
production capacity in 2015.
In the coming months, we’ll be releasing in-depth reports on each of the seven topics covered in this
executive summary. In these reports, we’ll reveal what makes the largest and most successful family
businesses around the world tick. Through that insight, we hope to help all companies, family owned
or otherwise, build their staying power, accelerate growth and succeed for generations.
We extend a special thanks to the family firms that responded to our survey and shared their
information and thoughts with our researchers.
Peter Englisch
EY Global and EMEIA
Family Business Leader
peter.englisch@de.ey.com
+49 201 2421 21800
Carrie Hall
EY Americas Family
Business Leader
carrie.hall@ey.com
+1 404 817 5740
Twitter: @CarrieGHall
Joe Astrachan, PhD
Wells Fargo Eminent Scholar
Chair of Family Business
Professor of Management and Entrepreneurship
Cox Family Enterprise Center at the Coles College of Business
Kennesaw State University
jastrach@kennesaw.edu
+1 470 578 6045

2 | Staying power: how do family businesses create lasting success?
Introduction
An entrepreneurial legacy
Who are our family business survey participants?
• Average number of
employees: 12,000
operating countries: 15
operating industries: 5
• Average sales:
US$3.48 billion
• Annual average growth as
a percentage of profit: 8%
• 62% report they are
highly or extremely
entrepreneurial
• 64% predict expanding
markets in their country
in 2015
• 54% plan to increase
hiring, for an estimated
100,000 jobs added
• 68% plan to invest
in expanding their
production capacity
• Their top three planned
investments are IT
systems and controls,
production capacity and
human capital
How do you build a business that remains
entrepreneurial, nimble, creative and prosperous over
generations? Years of toil. Now integrate the intricate
relationships of a family into the business, and you have
an even more complicated task. The business requires
practicality, strategy and strong commercial acumen,
and the family needs nurturing and care. The world’s
most successful family businesses have managed to
integrate both imperatives to create a lasting legacy
of entrepreneurial success and family unity.
“Family businesses
and their leaders
are the ultimate
entrepreneurs.
They must
continually
innovate to
grow and pass
on a thriving
business from one
generation to the
next. Our survey
demonstrates
how this
entrepreneurial
thinking across
generations
results in business
success and
strong family ties.”
Carrie Hall, EY Americas

76%refer to themselves
as a family business in
their branding.
70%are considering
a woman for their
next CEO.
87%have clearly identified
who is responsible
for succession.
81%engage in
philanthropic
activities.
83%expect spending on
cybersecurity
to increase.
90%have a board
of directors.
90%have regular family or
shareholder meetings to
discuss business issues.
Staying power: how do family businesses create lasting success? | 3Staying power: how do family businesses create lasting success? | 3
Secrets to lasting success
The importance of family businesses to the global economy is undeniable. They account for more
than two-thirds of all companies around the world and 50%–80% of employment in most countries.1
With that kind of global impact, it’s vitally important to understand what makes successful family
businesses tick. We partnered with the Kennesaw State University Cox Family Enterprise Center and
surveyed the largest family businesses from the top 21 global markets2
to find out how they manage
the important issues: succession; women in leadership; governance; communication and resolving
conflicts; branding; corporate social responsibility, philanthropy and sustainability;
and cybersecurity.
As we described in a previous report based on the survey, In harmony: family business cohesion and
profitability, family cohesiveness is a key ingredient in generating better financial returns for family
business.3
In fact, the survey findings indicate that, when combined with growth ambition and a focus
on sustainability and branding, family cohesiveness can predict as much as 35% of return on equity.4
Overall, the companies surveyed are fit and strong. They manage to remain entrepreneurial and
committed to innovation, even into their second generation and beyond — the oldest family business
in our survey is in its ninth generation. And they aren’t complacent — most have their eyes on
growing by investing in new talent, increased production and better systems. In this report, we offer
a bird’s-eye view of the noteworthy practices, characteristics and success factors that make these
family businesses successful and long-standing.
In the coming months, we will delve into each of these topics, offering you new analysis and deeper
insight into what gives the world’s largest and most successful family businesses their staying power.

“The most
important goal
in running the
family business
is to hand over
the business.
You don’t own
it. You’re just
watching it,
guarding it,
nurturing it, to
hand it over to the
next generation
in as good a
condition as
possible.”
Georg Riedel, Owner and
Advisor of Riedel Glas
EY Family Business
Yearbook 2014
Succession is arguably the most critical issue a family
business has to face. It’s also one of the most difficult.
Complicated family dynamics and the emotional
connection that leaders and family members feel
toward their companies can make addressing
succession a minefield.
With all their complicating factors, most family businesses do not make it past the first generation,
and even fewer past the second or beyond.5
Our survey participants are exceptional: 53% of their
leaders are in the second generation or greater, with one notable company in its ninth generation
of family ownership.
How do the world’s largest family businesses succeed at succession?
Our survey reveals that these businesses do three things differently. They:
• View succession as a long-term process
• Clearly define who has the responsibility for succession
• Work steadily to prepare the next generation for leadership
A perpetual process
“If a family intends the business to remain in family hands, succession must be considered a process,
not an endpoint,” says Peter Englisch, EY Global and EMEIA Family Business Leader. Though the
vast majority of survey participants have a formal plan in place, succession planning is no guarantee
of a smooth succession. That doesn’t mean planning isn’t important. Instead, it highlights that
planning means little if it’s not a continuous process in which all new information is included in the
conversation and all relevant stakeholders are firmly in support of it. And, of course, the successors
must be willing, trained and prepared to take over.
Succession is a critical responsibility — put it in good hands
More than 87% of the businesses we surveyed have clearly identified who is responsible for
succession, implying that processes to handle traditional transitions as well as potential emergencies
are well in place. Across all regions and countries, the board of directors is most often responsible
for succession (44%), with the next tier of responsibility shared about equally between
owners/family council and the CEO.
Embracing succession

4%
3%
6%
8%
5%
37%
38%
49%
44%
40%
58%
59%
45%
48%
55%
Figure 1: How important are the following in educating and preparing the younger generation
to join your family business?
Leadership
Entrepreneurship
Family business growth strategies
Family business governance
Work ethic
Key: Not important Important Very important
Note: Numbers may not sum to 100% due to rounding.
Lifelong training for a long-lived business
Training and educating the next generation are critical elements of preparing successors for both
ownership and leadership succession, and the process starts early — sometimes in childhood.
Leaders report that work ethic, leadership and entrepreneurship are the most important attributes
to nurture in the younger generation. To help ensure they are tapping the right family members
for the leadership pipeline, family businesses tend to require at least three years of outside
management experience before family members are allowed to assume managerial positions.
“While choosing a successor, one of the considerations that successful family businesses
demonstrate is that they ask the successor to get a good and sound education, go through personal
development and get some work experience outside the family business,” says Marnix van Rij, EY’s
Global Leader, Private Client Services.
These preparations generate a deep pool of well-trained potential leaders. Survey participants
average five family members on the top management team and seven in the business. That’s a
large group of potential successors from which to draw when planning succession.
There’s no avoiding succession; embrace it instead
The family businesses we researched are proactive about succession. To make it as smooth
and successful as possible, they embed the aforementioned practices into the day-to-day operations
of the business. That is the key to supporting successful succession in the current generation and
also to building long-term succession competency for the future.
“If a family intends
the business
to remain in
family hands,
succession must
be considered a
process, not
an endpoint.”
Peter Englisch,
EY Global and EMEIA

“I was very
fortunate —
my father, my
mentor, did not
differentiate
between his son
and daughter. I
never felt that I
was any different.
I didn’t have
to fight for my
position in the
organization;
I had to
demonstrate that
I deserved it.”
Vinita Gupta, CEO of
Lupin Ltd. and Lupin
Pharmaceuticals, Inc.
EY Strategic Growth
Forum®
2013
Our survey participants are far ahead of the curve in
gender parity in leadership. Globally, 70% of the world’s
largest family businesses are considering a woman for
their next CEO. They average five women in the C-suite
and four being groomed for top leadership positions.
And more than half (55%) have at least one woman
on their board.
There is already a wealth of research demonstrating that having women in leadership and strategic
roles makes economic sense for businesses. Companies with women on the board outperform
those without in return on equity, net income growth and price-to-book value,6
and they tend to
focus more sharply on governance and reducing risk, which underpin superior financial results.7
Companies with the greatest number of women in the C-suite outperform on return on equity
and other financial performance metrics.8,9
With women filling family business leadership ranks faster and more often than their non-family
enterprise counterparts, companies in our survey appear poised to reap performance benefits
while acting as beacons of parity in a gender-imbalanced business world.
“It’s hard to ignore the mounting evidence that more gender-balanced leadership teams correlate
with better business performance,” says Kate Barton, EY Americas Vice Chair — Tax Services.
“There are fascinating studies of the different ways in which women and men assess risk and make
decisions that reinforce the conclusion that promoting gender equality is just smart business. I’m
not suggesting that one is right and one is wrong, but diversity leads to balance, and balance —
particularly when considering risk — is healthy business.”
Women leaders welcome
Figure 2: Is the company considering having a woman as the next CEO/successor?
59%
30%
11%
Strongly considering
Considering
Not considering

Interested women + cohesion = gender parity
What accounts for the strong presence of women among family business leaders? At first glance,
the answer seems to be simply interest. Forty-one percent of survey participants report that women
family members have shown increased interest in joining the business over the last three years.
The increased interest implies that inclusive leadership and the concern for others and their opinions
displayed by the gender balance of these businesses tend to create a sense of belonging that, in turn,
builds trust and engagement. That increased cohesion leads to better business performance.10
Our research implies that women are welcome in these family businesses — apparently more so
than in other corporate environments. The possible connection between women leaders, their
intentions to enter the business and family cohesion may tell us more about how to advance
women’s leadership in the workplace overall. With further analysis, we intend to find out.
(For more information on the status of gender parity in the global workforce at large,
visit ey.com/womenfastforward.)
Figure 3: Compared to the last three years, do you believe there has been an increase
or decrease in the level of interest of female family members wanting to be involved
in the business?
Increase
Stay the same
Decrease
41%
6%
53%

In governance, family is first
“Our board
improved
accountability
and systematic
planning
processes, which
has been a huge
help to our growth
and success.”
John Tracy, CEO of
Dot Foods, Inc.
EY Strategic Growth
Forum 2014
Nearly all (90%) of the world’s largest family businesses
have a functioning board of directors, and on most of
those boards, family members make up the majority.
Nearly 50% are exclusively family members, and only
28% have an equal number or greater of non-family
voting members on their boards.
Companies in emerging economies are particularly devoted to family board members, with family
making up 95% of emerging market boards, compared to 78% of developed economy boards. And
in all markets, they are happy with the board’s performance (87% rate it as outstanding or good).
Whom do you trust?
This devotion dovetails with another survey finding: family members are considered by far the most
trusted advisors for the world’s largest family businesses, with parents heading the list, followed by
spouses. After family members, survey participants trusted their accountants most.
Given the importance of family cohesion to business success, a lack of trust in close family members
can be a serious problem that may lead to debilitating conflict. Our research has shown that family
business branding and sustainability are the best tools to build family cohesion and trust, an issue
we explore later in this report. Building and maintaining good relationships should be at the top of
the developmental to-do list for family businesses.
Boards are good for business health
Despite the fact that a board of directors is a best practice in governance, not all family businesses
have one. Some families rely on the idea that everything will just work itself out when it comes to
governance issues like management, ownership and succession. A strong board, along with a family
that is continuously focused on family governance documents and practices, reduces the risks of
nepotism, internal conflict, inequitable allocation of ownership shares and succession woes.
“Directors of family-owned companies are expected to provide more than business intelligence,”
explains EY Americas Family Business Leader Carrie Hall. “They serve as coach, counselor and
peer advisor, and they must consider how strategic and operational recommendations, such as
succession planning and dividend policy, will affect family dynamics.”

Figure 4: Average board composition
How many voting
members are on the
business’s board
of directors? 8
How many of the voting
members of the board
of directors are family
members employed in
the business?
5
How many voting
members of the board
of directors are family
members not employed
in the business?
2
How many of the voting
and non-voting board
of directors are non-
family employees? 8
How many times per
year does the board of
directors meet formally
face-to-face? 6
Family businesses without a board would do well to emulate the board structures and practices of
the world’s largest family businesses. Participants report their boards are large (averaging eight
voting members) and professionally organized, with well over half having a committee structure.
Most of their boards also have formal governance agreements in place, with business mission
statements, bylaws and articles of incorporation occupying the top three spots. Mission
statements in particular can be important tools for branding and building family unity.
“Directors of family-
owned companies
are expected to
provide more
than business
intelligence. They
serve as coach,
counselor and
peer advisor,
and they must
consider how
strategic and
operational
recommendations,
such as succession
planning and
dividend policy,
will affect family
dynamics.”
Carrie Hall, EY Americas

2% 2%
55%
2%
14%
22%
24%
17%
84%
76%
21%
81%
“A family that does
business together
grows together
and in the process
achieves a binding
relationship that
far supersedes
all conflicts.”
Narain Girdhar Chanrai,
Group CEO of Kewalram
Chanrai Group
EY Family Business
Yearbook 2014
The family owners of the world’s largest family
businesses report they care deeply about one
another (81%). They spend time and effort developing
cohesiveness and shoring up relationships between and
among family members, most effectively through family
business branding and corporate social responsibility
activities. This cohesiveness is a key ingredient in
generating better financial returns in the business.11
A vast majority (84%) of participants say their family members are very proud of being part of
the family. This is positive news for the future of family business, as cohesion and pride are also
important attributes of multigenerational success. When families are cohesive, they can more easily
take the long view and forgo short-term investments outside the business in favor of those that lead
to future growth of the family enterprise.
Healthy communication,
healthy conflict, healthy business
Figure 5: Please rate the extent to which you agree or disagree with each of the following
statements. Members of this family ...
Key: Agree Neither agree nor disagree Disagree
Care deeply about
one another
Are proud of being part
of the family
Work closely together
to accomplish family goals
Are often engaged
in dysfunctional conflicts

Constructive conflict is good for business!
But even with such a focus on family unity and pride, conflict is inevitable in business and family.
This is particularly true for family business, where complicated relationship dynamics may be in play.
However, a degree of conflict can be a good sign if families are addressing and resolving the issues
behind those conflicts. And those that do so are considered healthier than those that either ignore
or simply do not recognize their conflicts.
For example, new conflict generally arises in times of change, when family members disagree about
what to do next. These disagreements are often based on differing experiences, values, willingness
to change and risk tolerance.
When families are good at working through conflict, it means they can quickly develop solutions,
make necessary adjustments to weather changes in the market or elsewhere, and even prosper
from them. And there is an added benefit: working through differences and successfully resolving
problems tend to make people feel closer to one another, thus enhancing family cohesion.
On the other hand, when families struggle to resolve conflict, they often delay making decisions
until it is too late, hurting the business and/or missing opportunities.
Build trust by establishing good policy
One way to tease out potential conflicts and resolve them before crises hit is by developing a
common point of view. This can be accomplished in part through the process of agreeing on a
governance document like a mission statement, a family constitution or a code of conduct. A
mission statement, for example, can be thought of as a list of reasons to stay unified as a family.
The discussions that take place to arrive at these policies can build trust, enhance the ability to
make other decisions and help family members identify differing points of view that may have
been hidden.
“As a family in business, we live within a dynamic ecosystem that requires care and support,”
says Richard Boyce, EY Oceania Head of Family Office Services and a fifth-generation member of
a family business. “There is much benefit derived by staying close to your family and supporting
the ecosystem, but set ground rules to avoid the collisions.”
Communicate to stay connected
Effective communication with family members is very important for family unity and is common
practice among the world’s largest family businesses. Participants in our survey report that 90%
have regular family or shareholder meetings to discuss business issues, 70% have regular family
meetings to discuss family issues and 64% have a family council that meets regularly.12
Using social media to stay in touch is becoming increasingly popular as well. While the phone is
still the primary communication channel for both business and other family-related communication,
social media, including family intranet, is used twice as much for business communication (43%)
as for family communication (21%).
This rise in digital communication for important family communications and business matters
underscores the need for heightened cybersecurity, an issue we explore later in this report.

7% 32% 61%
6% 31% 63%
5% 31% 64%
9% 27% 64%
6% 26% 68%
10% 27% 63%
“So many people
who work for us
want to work for
a family business
because, in a way,
they become part
of the family.”
Johan Willemen, Managing
Director of Willemen Groep
EY Family Business
Yearbook 2014
The world’s largest family businesses are proud of
their companies and their families — 76% report they
refer to themselves as a family business in their
advertising, websites, social media, press releases
and other promotional materials (what we call “family
business branding”). But it’s not simply family pride
that influences this strategy.
Pride, unity, trust
Family businesses are often seen as more trustworthy than other types of businesses,13
and there is
a great deal of research showing that positive and trusting view extends beyond just consumers to
include other businesses, employees and stakeholders.14
This corresponds with the top three reasons survey participants cited for using family
business branding:
• Our family strongly identifies with the company — it is part of who we are (68%).
• It helps differentiate us from our competitors (64%).
• It improves the reputation of our company with customers (64%).
Companies in developed economies are far more likely to brand themselves as family businesses
than those in emerging economies. There appears to be a variety of reasons for this distinction. In
some markets, there may be safety concerns when identifying the family connected to a business. In
addition, these businesses are generally younger and do not yet have a long history or legacy to use
in branding. Some emerging market countries also appear to have a cultural bias leading to distrust
of family business, according to the Edelman Trust Barometer.15
From our family to yours: family
business branding builds trust
We are proud of our family legacy and
want to portray it
Our family strongly identifies with the
company; it is part of who we are
It helps differentiate us
from our competitors
It improves the reputation of our
company with customers
company with employees
company with other stakeholders
Key: Not important Somewhat important Important
Figure 6: Why do you promote your family as part of your branding efforts?

83%treats our employees with
respect and dignity.
78%believes it is important
to pursue sustainable
business practices.
78%believes it is important to
foster ethical behavior.
Key: Agree Neither agree nor disagree Disagree
3%3%1%
19%19%
16%
78%78%83%
“Vibrant family
businesses around
the world know
the limitless value
of connecting
their families to
their stakeholders
in messaging
and all elements
of image.”
Joe Astrachan, Professor
of Management and
Entrepreneurship,
It all comes back to cohesion
The best and most compelling reason for family business branding is to display the byproduct of
family cohesiveness. The world’s largest family businesses are proud of what they’ve built — they
identify deeply with the company and believe it is an essential part of what defines their family.
Their core values are another important component of that definition. And the trust that employees,
customers and other companies put in family businesses is validated by those values.
“Vibrant family businesses around the world know the limitless value of connecting their families
to their stakeholders in messaging and all elements of image,” says Joe Astrachan, Professor of
Management and Entrepreneurship, Kennesaw State University. “It’s even better for business
success and family health when the family gets engaged in shaping the message and delivering
it personally.”
Figure 7: Please rate the extent to which you agree (or disagree) with each of the following
statements. Our family firm ...

Studies have found that family businesses are more
likely to value and implement corporate social
responsibility (CSR) and sustainability practices, and the
participants in our survey are no exception. More than
50% report a high commitment to CSR practices, and an
impressive 81% say they are engaging in philanthropy
(nearly equally split between monetary contributions
and community service). In addition, 85% have a code
of ethics, compared to only 57% of the world’s largest
companies overall.16
CSR leads to family pride, cohesiveness — and better performance
Sustainability and CSR practices are well-established as being good for business — they’re not just a
public relations exercise. They tend to result in increased operational efficiency, reduced waste and
increased product differentiation, which help improve business processes and profitability. Family
businesses stand to gain even more, as these practices lead to more family pride, family unity and
cohesiveness,17
which in turn have positive effects on business growth and profitability. In fact, 20%
of family cohesiveness in participant companies is directly attributable to sustainability practices and
family business branding.
“Be it by driving sustainability through their operations or by adding value to their communities
by extending the reach of core products and services, today’s business leaders are benefiting by
investing in sustainability,” says Nicky Major, EY Global Corporate Sustainability Leader.
“A mindset of shared value means all stakeholders benefit — doing well by doing good.”
Sustainability: leveraging family
legacy to build a better future
“It is important to
us as a family to
give back. The
Turi Trust was
born from our
family’s desire
to give back to
the communities
which have
supported us on
our journey. To
help someone
without expecting
anything in return
helps us to stay
grounded and
remain true to
our core family
values.”
Pina Di Donato, Director of
the Turi Trust (Philanthropic
Trust of the Cuteri Family
and Turi Foods)

3% 20% 77%
24% 22% 53%
15% 30% 55%
3% 19% 78%
3% 25% 72%
16% 83%
3% 27% 70%
3% 24% 74%
3% 19% 78%
4% 28% 67%
1%
Figure 8: Please rate the extent to which you agree (or disagree) with each of the following
statements. Our family firm …
Believes it is important to
improve the environment
Believes it is important to pursue
sustainable business practices
Focuses on satisfying immediate concerns,
figuring that future problems can be dealt
with at a later date
Seldom considers sustainability
in its decision-making
Often makes decisions based on achieving
sustainability objectives
Believes it is important to
foster ethical behavior
Can have a positive effect on society
when we make decisions that are
consistent with sustainability goals
Considers how things might be in the
future and tries to influence those things
in day-to-day decision-making
Is willing to change direction to adjust to
market differences as long as the ethical
foundation remains secure
Treats employees with dignity and respect
Key: Disagree Neither agree nor disagree Agree
Help in years to come
Around the world, 47% of respondents have a family foundation, and 37% report they will increase
their philanthropic activities in 2015. Companies in emerging economies edge out those in
developed economies in their philanthropic plans, and they tend to give more in both money and
time in the form of community service activities. This may be due to the greater needs in those
markets, the influence of religious or cultural factors, or a strong desire to help others when there
is a great disparity in wealth compared to the general population.
Sustainability and family legacy
Sustainability and CSR practices are closely linked to the family’s legacy. A commitment to those
practices demonstrates that the family and its business are focusing on the sustainability of the
business itself, the environment and the community. By taking steps to safeguard the future, the
business shows it is committed to that future and cares about the lives of employees and family
members. In return, family members are likely to become increasingly committed to the family
and needs of the business. These benefits can be particularly important to family members who
are not directly involved in day-to-day business operations.

“Most cyber
breaches could
have been
prevented
with some
relatively simple
commonsense
actions. Business
executives almost
always regret
not having taken
the threat more
seriously. There
are thousands
of breaches per
year. It’s a new
reality of doing
business.”
Bob Sydow, EY Americas
Cybersecurity Leader
Even with the near-constant news of breaches,
leaks and billions of dollars in lost revenue due to
cybersecurity lapses, the family businesses we surveyed
appear to be worryingly self-assured in their abilities to
identify and respond to ever-evolving cyber threats.
The majority (90%) say they are confident or very
confident that their business is effectively addressing
these risks.
This is a marked difference from a recent survey of all types of businesses, where only 8% indicate
they are highly likely to detect a sophisticated attack.18
Most of the participants (83%) report they
expect spending on cybersecurity to increase — an indication, perhaps, that this issue is rising on
their agendas as news coverage grows.
Cybersecurity needs to be at the top of the agenda for family businesses, as they face some
particular dangers and increased risks beyond the risks of hacking and direct attack. These
include social media risks, reputation risks and personal safety concerns.
The specter of cyber risk
Figure 9: How confident are you that your
organization addresses risks of emerging
technologies (e.g., mobile devices, cloud
computing, social media)?
Figure 10: How confident are you that your
organization would be able to respond and
continue business in case of a disaster,
cyber attack or other emergency?
54%36%
10%
66%
27%
6%
Very confident
Confident
Not very confident
Very confident
Confident
Not very confident

Urgent! More awareness needed
Yet even with this recognition, some family business leaders (25%) don’t know how cyber risks
affect their businesses. Among those that are enlightened about cyber risk, 55% believe the risk
is moderate to high.
Given the potential for devastating financial loss, tarnished brand (and resulting losses in family
cohesion) and decreased personal safety, family businesses need to be certain they are optimizing
their security in a connected, digital world. Due to concentrated ownership, family businesses
have the advantage of being able to make and implement decisions quickly. Their biggest hurdle
is likely understanding the most critical threats and learning how to implement effective plans
to address them.
Addressing cybersecurity risks
Every business leader should know if his or her organization has
optimal cybersecurity. Get ahead of cybercrime: EY’s Global Information
Security Survey 2014 found that only 35% of organizations have their
information security professionals present to the board or the top
governing structure on a quarterly basis. It’s important to remember that
mitigating cyber risk is not about developing deep technical knowledge;
it is about understanding how an organization’s cybersecurity approach
relates to organizational and strategic priorities and protecting the data
that is vital to business and family success and security.

A healthy business with long-term growth
potential, a cohesive family and proud legacy —
that’s the ideal for nearly every family business.
And it’s one that many of our survey participants
have managed to achieve.
Through studying this group of exceptional
businesses, others can better understand how
to manage the challenges of succession and
governance, how to navigate conflict with good
communication, and how to improve family unity
through inclusiveness and a proud brand.
These insights are not just helpful to other family
businesses. The importance of family businesses
to our global economy cannot be overstated.
Information about how these businesses balance
stability and growth through good times and bad
can help shape business-friendly public policy and
regulation, which in turn helps more businesses,
with varied ownership structures, to flourish.
Conclusion
Lasting success

What can we do to help
ensure a smooth
succession?
How can branding ourselves as a
family business improve performance?
Are we really prepared
for cyber attacks?
Clearly define
who has the
responsibility
for succession
Work steadily to
prepare the next
generation for
leadership
Build
cohesion
Differentiate
yourself in the
market
Enhance
customer
loyalty
Take stock of risks
and identify which
are most critical to
ongoing operations
Have an information
security officer
reporting regularly
to the board
3More than 87%
clearly identify
who is responsible
for succession.
Average number
of years family
members must work
outside the business
before joining.
68% say their family
strongly identifies
with the company —
it is part of who
they are.
64% say it helps
them differentiate
themselves from
their competitors.
64% say it improves
the reputation of
the company with
customers.
25% don’t know how cyber
risks affect their business.
55% believe the cyber
risk is moderate to high.
How do we create an effective governance model?
How do we increase focus on
corporate social responsibility
and sustainability?
Create a board of directors
Implement governance agreements such as a
mission statement, bylaws, family charter and
family constitution
Form a family
foundation
Engage in philanthropic
endeavors, giving both
money and time
90% have a board
of directors.
87% think their
board is doing
a good or
outstanding job.
56% have a
mission statement.
43% have bylaws. 42% have articles
of incorporation.
47% have a
family foundation.
81% say they are engaging in
philanthropy (nearly equally split
between monetary contributions
and service to the community).
How do we reduce unhealthy conflict?
How do we encourage women
to join the business?
Go through the process of creating
a code of conduct, a mission
statement or a family constitution
to uncover any hidden issues
Communicate regularly with family
members about what’s going on in
the business
Create a welcoming
and inclusive
environment
Consider women family members for
leadership positions
56% have a
mission
statement.
13% have a family
constitution.
90% have
regular family
or shareholder
meetings to discuss
business issues.
70% have regular
family meetings to
discuss family issues.
41% report that women
family members have
shown increased interest
in joining the business over
the last three years.
70% are considering a
woman for their next CEO;
55% have at least one
woman on their board.
They average five women
in the C-suite and four
being groomed for top
leadership roles.
Questions family business
leaders should be asking

Notes
1. Global Data Points; Family Enterprise Statistics from around the World, Family Firm Institute,
www.ffi.org/?page=GlobalDataPoints, accessed March 6, 2015.
2. Developed economies: Australia, Belgium, Canada, France, Germany, Italy, Japan, the Netherlands, Spain, Switzerland, UK,
US. Emerging economies: Brazil, China, Gulf Cooperation Countries (Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the
United Arab Emirates), India, Indonesia, Mexico, Russia, South Korea, Turkey.
3. T.M. Pieper and J.H. Astrachan, Mechanisms to assure family business cohesion: guidelines for family business leaders and
their families, Cox Family Enterprise Center, Kennesaw State University, 2008.
4. In harmony: family business cohesion and profitability, Ernst Young LLP, 2014.
5. John Ward, Keeping the family business healthy, Jossey-Bass, 1987.
6. The CS Gender 3000: Women in Senior Management, Credit Suisse Research Institute, September 2014; Catalyst censuses
(Fortune 500 and FTSE 250), 2014.
7. The Business Case for Women on Boards, Conference Board of Canada, 2012.
8. Harvey M. Wagner, The Bottom Line: Corporate Performance and Gender Diversity in the C-Suite, Kenan-Flagler Business
School, University of North Carolina, December 2011.
9. Women as a Valuable Asset, McKinsey Company, April 2012.
11. T.M. Pieper and J.H. Astrachan, Mechanisms to assure family business cohesion: guidelines for family business leaders and
their families, Cox Family Enterprise Center, Kennesaw State University, 2008.
12. Ibid.
13. Edelman PR conducts a trust survey every year, Edelman Trust Barometer, and its latest survey shows that family businesses
are the most trusted of any business type worldwide with the exception of the APAC region. See slide 19
of www.edelman.com/insights/intellectual-property/2014-edelman-trust-barometer/trust-around-the-world.
14. J. B. Craig, C. Dibrell, and P. S. Davis, “Leveraging Family‐-Based Brand Identity to Enhance Firm Competitiveness and
Performance in Family Businesses,” Journal of Small Business Management, Vol. 46, Issue 3, 2008.
15. Edelman Trust Barometer, slide 19, Edelman PR, 2014, available at www.edelman.com/insights/intellectual-property/
2014-edelman-trust-barometer/trust-around-the-world.
16. M. Kaptein, “Business Codes of Multinational Firms: What Do They Say?” Journal of Business Ethics, 50(1), 13-31, 2004.
18. Get ahead of cybercrime: EY’s Global Information Security Survey 2014, EYGM Limited, 2014.
About EY’s Strategic Growth Markets Network
EY’s worldwide Strategic Growth Markets Network is dedicated to serving the changing needs of
high-growth companies. For more than 30 years, we’ve helped many of the world’s most dynamic
and ambitious companies grow into market leaders. Whether working with international, mid-cap
companies or early stage, venture-backed businesses, our professionals draw upon their extensive
experience, insight and global resources to help your business succeed. ey.com/sgm
About EY’s Family Business Services
EY is a market leader in advising and guiding family businesses. With almost a century of experience
supporting the world’s most entrepreneurial and innovative companies, we understand the unique
challenges they face — and how to address them. We offer a personalized range of services aimed
at the specific needs of each individual business — helping it to grow and succeed for generations.
Our Family Business Global Center of Excellence is a powerful resource that provides access to our
knowledge, insights and experience, connecting family business owners to their peers through the
strength of our global network. ey.com/familybusiness

EY Family Business Center of Excellence
The Family Business Center of Excellence brings together advisors from the
EY global network to share knowledge and insight to address family business
challenges and provide seamless service for internationally based, family-
owned companies. Wherever you are based or whatever your needs, there is
someone ready to help you to succeed for generations.
Visit ey.com/familybusiness for more information about our Family Business
Center of Excellence.
Download the survey executive summary at ey.com/stayingpower.
Follow us on Twitter: @EY_FamilyBiz, @CarrieGHall, #EYFambiz.
Peter Englisch
EY Global and EMEIA
peter.englisch@de.ey.com
+49 201 2421 21800
Carrie Hall
EY Americas Family
Business Leader
carrie.hall@ey.com
+1 404 817 5740
Twitter: @CarrieGHall
Michael Anghie
EY Asia-Pacific Family
Business Leader
michael.anghie@au.ey.com
+61 8 9429 2324
Makoto Hara
EY Japan Family
Business Leader
hara-mkta@shinnihon.or.jp
+81 80 6862 3013
About the Cox Family Enterprise Center
Since 1987, the Cox Family Enterprise Center at Kennesaw State University
has been dedicated to the education, recognition and research of family
businesses. As one of the first university-based centers of its kind, the center
remains focused on connecting people, ideas and knowledge to create a
dynamic community to transform the family business ecosystem and further
economic development.
Visit coles.kennesaw.edu/familybusiness for more information.
About Kennesaw State University
Kennesaw State University is the third-largest university in Georgia, offering
more than 100 undergraduate, graduate and doctoral degrees. A member
of the University System of Georgia, Kennesaw State is a comprehensive
university with more than 32,000 students from 130 countries. In
January 2015, Kennesaw State and Southern Polytechnic State University
consolidated to create one of the 50 largest public universities in the country.
Visit kennesaw.edu for more information.
Joe Astrachan, PhD
Wells Fargo Eminent Scholar
Chair of Family Business
Professor of Management and
Entrepreneurship
Cox Family Enterprise Center at
the Coles College of Business
jastrach@kennesaw.edu
+1 470 578 6045
Torsten M. Pieper, PhD
Academic Director,
KSU DBA Program
Research Director
Cox Family Enterprise Center at
the Coles College of Business
tpieper@kennesaw.edu
+1 470 578 6045

EY | Assurance | Tax | Transactions | Advisory
About EY
EY is a global leader in assurance, tax, transaction and advisory
services. The insights and quality services we deliver help build
trust and confidence in the capital markets and in economies the
world over. We develop outstanding leaders who team to deliver
on our promises to all of our stakeholders. In so doing, we play a
critical role in building a better working world for our people, for
our clients and for our communities.
EY refers to the global organization, and may refer to one or more,
of the member firms of Ernst Young Global Limited, each of
which is a separate legal entity. Ernst Young Global Limited, a UK
company limited by guarantee, does not provide services to clients.
For more information about our organization, please visit ey.com.
© 2015 EYGM Limited.
All Rights Reserved.
EYG no. CF0144
1409-1326568 EC
ED None
This material has been prepared for general informational purposes only and is not intended to
be relied upon as accounting, tax, or other professional advice. Please refer to your advisors for
specific advice.
ey.com

1409-1326568 Family Business Exec Summary-LOW

More Related Content

What's hot

Similar to 1409-1326568 Family Business Exec Summary-LOW

1409-1326568 Family Business Exec Summary-LOW