{"id":10860,"date":"2021-12-06T15:05:35","date_gmt":"2021-12-06T15:05:35","guid":{"rendered":"https:\/\/lgaglobal.wpengine.com\/case_study\/auditoria-de-continuidad-diseno-de-gobernanza-desarrollo-de-accionistas-utilizacion-de-la-riqueza\/"},"modified":"2026-11-10T18:57:17","modified_gmt":"2026-11-10T18:57:17","slug":"auditoria-de-continuidad-diseno-de-gobernanza-desarrollo-de-accionistas-utilizacion-de-la-riqueza","status":"publish","type":"case_study","link":"https:\/\/lga.global\/es\/case_study\/auditoria-de-continuidad-diseno-de-gobernanza-desarrollo-de-accionistas-utilizacion-de-la-riqueza\/","title":{"rendered":"Caso de estudio: Mantener el compromiso en un Consorcio de primos"},"content":{"rendered":"\n

Three third-generation Family Directors of a large enterprising family were attending a global conference focused on innovation and growth<\/a>. Their 90-year old family had deep pride and gratitude for the success and leadership of previous generations. However, there were no family members currently working actively in the business, and the family\u2019s only connection to their vast operations \u2014 which spanned eight industries and three continents \u2014 was limited to these three members of the Board<\/a>.<\/p>\n\n

One of the final keynote speakers at the conference featured a panel discussion with a large \u201ccousins consortium\u201d who were celebrating their 150th anniversary. They were reflecting on the tremendous change that was taking place in their industry and sharing the various governance structures<\/a> and activities they put in place over the last quarter-century to secure the unity and commitment of the family to the enterprise across generations.<\/p>\n\n

Los consejeros familiares escucharon este caso en directo y reflexionaron sobre su futuro. Se preguntaron c\u00f3mo iniciar\u00eda su empresa familiar su segundo siglo de vida y si sobrevivir\u00eda el tiempo suficiente para llegar a celebrar 150 a\u00f1os de existencia. Varias de sus nuevas empresas operativas estaban creciendo r\u00e1pidamente, pero otros activos heredados antiguos ten\u00edan dificultades por el aumento de la competencia y los cambios en las preferencias de los consumidores. En aquel momento no hab\u00eda ninguna actividad familiar compartida que sirviera para mantener a la familia unida, aparte de un viaje anual en vacaciones, y algunos miembros de la familia ya hab\u00edan empezado a preguntar por la valoraci\u00f3n de la empresa y el procedimiento de venta de acciones. Tambi\u00e9n hab\u00edan aparecido los primeros signos de que la riqueza generada por la empresa estaba empezando a tener efectos adversos sobre algunos de los miembros m\u00e1s j\u00f3venes de la familia, lo que preocupaba cada vez m\u00e1s a sus padres.<\/p>\n\n

\u00bfC\u00f3mo podr\u00eda este escenario competitivo en evoluci\u00f3n definir su estrategia y su cartera durante el pr\u00f3ximo medio siglo? \u00bfQu\u00e9 miembros de la familia ten\u00edan el inter\u00e9s, la capacidad y la credibilidad suficientes para liderar en unas circunstancias tan complicadas? \u00bfSeguir\u00edan comprometidos y conectados con la empresa a medida que la familia fuera creciendo y dispers\u00e1ndose geogr\u00e1ficamente? \u00bfQu\u00e9 suceder\u00eda con sus hijos y nietos, que no ten\u00edan una relaci\u00f3n directa con los fundadores y lo \u00fanico que conoc\u00edan de ellos era un retrato sonriente en la pared?<\/p>\n\n

After the session, the Family Directors approached the stage, introduced themselves, and asked how this family first began thinking about continuity planning. The panelists shared that they had been working with LGA on and off for over two decades and that this advice had been instrumental to their long-term success. Their collaboration began years ago with a Continuity Audit<\/a><\/em>, during which a team of LGA advisors interviewed each of the family\u2019s 65 adult cousins along with several of their top advisors, with the goal of understanding their unique perspectives about business, ownership, and family. The advisors also analyzed key financial and strategic data as well as estate plans and legal structures to get a systems-level view of their readiness for the future.<\/p>\n\n

Based on LGA\u2019s recommendations, the family designed and launched a new Holding Board and a Family Council<\/a> to complement their existing corporate governance<\/a>. Then they invested heavily in shareholder development programming to ensure a strong bench of future leaders and engaged owners who were deeply committed to the enterprise and had the skills and competencies necessary to succeed. Next, they launched a Family Foundation to help coordinate their philanthropic activities and provide a vehicle for younger family members to understand and live the family\u2019s core values. Finally, they inaugurated an annual Family Summit to share important updates about all these activities and celebrate their connection to the enterprise and to each other.<\/p>\n\n

Los consejeros familiares agradecieron a los ponentes su sinceridad y franqueza y trasladaron estas ideas a su propio Consejo de Administraci\u00f3n para debatirlas. Al principio se resistieron a emprender un proyecto de continuidad \u2014en su familia nunca se hab\u00eda intentado nada parecido\u2014, pero tambi\u00e9n albergaban un profundo deseo de prolongar el \u00e9xito empresarial de la familia y mantener a la familia unida y comprometida muchas d\u00e9cadas m\u00e1s.<\/p>\n\n

El Presidente se puso en contacto con LGA y se reuni\u00f3 con un asesor, que le facilit\u00f3 contexto adicional acerca de los retos y oportunidades que se presentan ante muchas empresas familiares con su misma antig\u00fcedad y en su misma etapa. Despu\u00e9s el asesor se reuni\u00f3 con varios miembros de la familia que estaban especialmente interesados en informarse mejor sobre este proceso. Formaron un Comit\u00e9 Directivo para analizar si la familia estaba preparada para iniciar un proyecto de continuidad, as\u00ed como abordar las inquietudes que pudieran surgir.<\/p>\n\n

With the blessing of the Board, the Steering Committee worked with LGA to execute a successful Continuity Audit, which provided the family with the data they needed to build excitement and commitment to their shared future together. They emerged from the Audit with an action plan designed to help them enter their next century well-positioned for growth and continued success, including a new Family Council to help organize their growing family, and an inaugural Family Assembly to gather and build excitement for the future. They also launched two development programs<\/a> for the rising generation \u2014 one to recruit interest in building a career within the family business, and another to prepare high-performing members of the family for a role on the Board. Their LGA advisors helped them design and launch all of these critical new structures, policies<\/a>, and processes and provided ongoing coaching<\/a> for the family members who were leading these efforts.<\/p>\n\n

A\u00f1os despu\u00e9s, la familia est\u00e1 m\u00e1s implicada que nunca, el negocio funciona mejor que nunca y la continuidad de la propiedad est\u00e1 m\u00e1s garantizada que nunca. De vez en cuando, el Consejo de Administraci\u00f3n y el Consejo Familiar se ponen en contacto con sus asesores de LGA: en momentos de sucesi\u00f3n o de transici\u00f3n generacional, durante las revisiones de gobernanza o simplemente para ponerse al d\u00eda y compartir las novedades de la empresa. Entretanto, el equipo de asesores est\u00e1 siempre a su disposici\u00f3n para responder a las preguntas y apoyar su continuidad a lo largo de las generaciones.<\/p>\n","protected":false},"excerpt":{"rendered":"

Tres consejeros familiares de tercera generaci\u00f3n de una gran familia emprendedora asistieron a un congreso mundial sobre innovaci\u00f3n y crecimiento. Su familia, de 90 a\u00f1os de antig\u00fcedad, sent\u00eda un profundo orgullo y gratitud por el \u00e9xito y el liderazgo de las generaciones anteriores. No obstante, en ese momento no hab\u00eda ning\u00fan miembro de la familia trabajando activamente en el negocio y la \u00fanica conexi\u00f3n de la familia con sus extensas operaciones \u2014que abarcaban ocho sectores empresariales y tres continentes\u2014 se limitaba a estos tres miembros del consejo de administraci\u00f3n.<\/p>\n","protected":false},"featured_media":10268,"template":"","meta":{"_acf_changed":false,"inline_featured_image":false,"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}}},"categories":[],"tags":[280,301,290,291,295,292,296,300,302],"class_list":["post-10860","case_study","type-case_study","status-publish","has-post-thumbnail","hentry","tag-auditoria-de-continuidad","tag-desarrollo-de-consejos-de-administracion","tag-desarrollo-de-consejos-de-familia","tag-desarrollo-de-politicas","tag-desarrollo-del-liderazgo","tag-evaluaciones-de-gobernanza","tag-innovacion-y-crecimiento","tag-planificacion-de-la-sucesion-tag","tag-programa-de-desarrollo-de-propietarios"],"acf":[],"yoast_head":"\nCaso de estudio: Mantener el compromiso en un Consorcio de primos - 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