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24.04.2025
Partnership Culture in Family Companies: Is it possible to grow together?
One of the most critical thresholds encountered in the growth journey of family companies the formation of a culture of partnership . Especially in the transition to the second and third generations, the sharing of shareholders and management roles among brothers, cousins or wider family members in the company can both have a great potential and cause serious conflicts.
to grow together in family companies ? Or is the "partnership from the blood bond" is a tough test by nature?
What is the partnership culture?
The culture of partnership is not only a legal partnership agreements. The main issue is that more than one shareholders a common vision , mutual trust and fair sharing . This culture; Open communication is built on transparency, clarity of rules and principles of professional governance.
It means a culture of partnership in family companies; not only sharing profit, but also the sharing of risks, decisions and achievements.
The dynamics of partnerships in family companies
Partnerships in family companies usually occur in the following ways:
- Sister Partnership: Cases where the children of the founder are equal shareholders.
- Cousin Partnership: The structure encountered in the expansion after the second generation.
- Individuals involved in the partnership of married couples
Each structure carries its own dynamics. But all of them have a common need: institutionalization .
There is no partnership without institutionalization
Conflicts are inevitable when there are no rules, no matter how high trust among family members. Because expectations are uncertain. The father, the founder of the company, trusts his son, but the other son may be uncomfortable with the fact that this trust is prevented.
Institutionalization is activated at this point. When open task descriptions , performance criteria , stock transfer policies and profit sharing models become clear, relationships gain order.
How to develop partnership culture?
1. Creation of common vision:
Each individual can have different dreams. However, a vision that all shareholders agree on where the company will go should be determined. It is important that this vision becomes written.
2. Transparency and communication:
In families where emotions cannot be spoken clearly, silence and tension in business life show. For this reason, regular joint meetings, external consultant support and independent board of directors increase transparency.
3. Professionalization:
Participation of executives from outside the family to the company reduces conflicts and ensures that decisions are more objective. It also brings a performance -based management approach.
Case Example: XYZ Production Inc.
In 2015, XYZ Üretim A.Ş. decided to enter the process of institutionalization. As a first step, they worked with an external consulting company. Starting from the roles of family members at work, task descriptions were made. Then, the family constitution was prepared and the partnership structure was rearranged. Within five years, the turnover of the company doubled and the relationship between the brothers sat on a much healthier ground.
This transformation revealed a truth: the culture of partnership does not occur in a day; However, it can be built consciously.
Difficulties and solutions
- Jealousy among shareholders:
Duties and powers should be distributed balanced. Each individual should take a position according to his strong aspect.
- Sense of injustice in income sharing:
A clear profit distribution policy should be established. The difference should be taken into consideration among partners working and non -working in the company.
- Conflict between generations:
It should be taken as a basis for the founders to open space to the younger generation and to respect the experience of young people.
- Relative favoritism:
Professional management processes create a structure based on merit. Otherwise, institutionalism remains in the shadow of family ties.
Advantages of Partnership Culture in Family Companies
- Synergy: Common decisions become stronger with different perspectives.
- Solidarity: The power to act together increases in moments of crisis.
- Corporate Memory: Family members carry history and culture.
- Long -term perspective: Family businesses usually target the success that last for generations, not short -term.
Conclusion: It is possible to grow together
Yes, it is possible to grow together in family companies. However, this is not only leaning on the power of blood bond; Open rules are possible with clear communication, fair structure and professional management approach.
The culture of partnership protects family relations while raising family businesses. For the future of the company, family members who want to walk together must first meet in common values.
Institutionalization is not only the company; strengthens the family.
