Decisions were tied to people. Titles existed; who vetoed and who carried information became clear only in the meeting. Growth was amplifying that ambiguity.
The model is not taking the family off the table. It is keeping the relationship and writing the responsibility. Once the decision right stands independent of the person, the table calms.
The approval path was not on the official chart. Critical work was delayed by the question ‘who do we ask’. The second generation and operations were not in the same language.
What remained on the table
- A map of decision rights
- A family–execution split
- A management rhythm
- An escalation path
Next step
Is there a decision on the table?
Let’s read it together. In a short conversation with your management team, we name what needs to become clear.