Inside a family enterprise, the business and the person who must carry it are not two problems. They are one system — and in the next-generation leader, the two can no longer be told apart.
That is where the work begins: a confidential partnership, by introduction, for the few who carry it.
The work takes three forms.
One person, and a singular way of seeing — reading the family enterprise where it actually moves, beneath what any chart records.
Who