Advisor Stream PanelBruce Hatcher

Richard Owens, OAMMichael PerkinsMark Voeller

Facilitated by

Jill ThomasUniversity of Adelaide

Business School

Three Circle Model

Taguiri & Davis (1992)

Ownership

FamilyBusiness

3

Family System

Family TherapistsPsychologists

Business Management & Leadership System

Business Consultants

OD consultants

Ownership / Governance System

Estate Planners

AccountantsLawyers

SuccessionSuccessionPlanningPlanning

EstateEstatePlanningPlanning

How Consultants Typically Enter the Systems

UnityUnityPlanningPlanning

4

The Systems

Ownership

FamilyBusiness

Ownership / Governance System• Values /Vision• Legal Structure• Ownership Transfer• Board

Family System• Roles & Relationships• Family Values• Myths / Mores• Conflict Resolution• Clarity of Communication

Business Management & Leadership System• Mission & Strategy• Culture of Organization• Org Structure• Compensation System• Decision-making Process

5

The Core Disciplines

• LegalLegal

• FinancialFinancial

• Management ScienceManagement Science

• Behavioral ScienceBehavioral Science

6

Differing Perceptual Filters: The Core Disciplines

Family

Ownership

Business Mgt.

Behavioral

ManagementFinancial

Legal

Individual

7

What type of knowledge base is needed for interdisciplinary consulting?

Four Areas of Professional ServicesFor

Family Businesses and Enterprise Families

Management

Science

Finance Legal Behavioral Science

AwarenessAwareness

Technician Technician Technician TechnicianPro

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MODELS OF TEAMS

• Consulting (Interdisciplinary) Teams—a pre‐existing team Consulting (Interdisciplinary) Teams—a pre‐existing team that is hired by the clientthat is hired by the client

• Collaborative (Multidisciplinary) Team—advisors from Collaborative (Multidisciplinary) Team—advisors from different disciplines who meet in a different disciplines who meet in a study group forum, get to study group forum, get to know each other’s work, and bring one another into client know each other’s work, and bring one another into client situations on an as‐needed basis or in a “shadow” consulting situations on an as‐needed basis or in a “shadow” consulting function.function.

• Accidental—advisors who meet and connect only through Accidental—advisors who meet and connect only through the client, coordinate their efforts, the client, coordinate their efforts, only in their work with that only in their work with that particular clientparticular client

• Dysfunctional—advisors unknown to one another; even if Dysfunctional—advisors unknown to one another; even if working with the same client they do so with working with the same client they do so with no coordinationno coordination

8

Session 3: Theoretical Concepts and Models

The Core Disciplines

Content vs. Process Consulting

Interdisciplinary Consulting

10

Expert

Transactional

Final reports

Clients follow up on their

own

Shorter timeframe

Curious

Developing systems

Outline of

recommendations for

discussion

Consultant facilitates

follow-up

Longer timeframe

How You Proceed: Distinguish Content vs. Process

1Technical

Co

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11

SuccessionBusiness

Ownership

Industrial psychologyOrganizational

Development

Organizational Transformation

Strategic Planning

Accounting

Finance

Insurance

LegalFamily

BusinessAdvisors

How You Proceed: Consider Multi-disciplinary Approach

ContentContentconsulting consulting ProcessProcess

consulting consulting