Continuity Model Generation

Оглавление

Justin B. Craig. Continuity Model Generation

Table of Contents

List of Illustrated Tables

List of Illustrations

Guide

Pages

CONTINUITY MODEL GENERATION. Integrating Wealth, Strategy, Talent, and Governance Plans

List of Illustrations

List of Illustrated Tables

List of Configuration Plans

Acknowledgments and Appreciation

Introduction to the Continuity Model Generation

Keystone Meta-Framework

Four Foundational Theoretical Approaches. Agency Theory

Stewardship Theory

Resource-Based View

Principal Cost Theory

Two Complementary Logics

Three Circles Framework

Familial Meta-Framework

The Big Tent Framework

RIPCC Best Practice Dimensions

Four Ps Framework

Four Cs Framework

Individual Meta-Framework

Five Servant Leadership Dimensions

Four Tests Framework

Four Leadership Priorities

Four Exit Strategies

Generational Meta-Framework

Four Ls Framework

Four Ownership Stages

Four Entrepreneurship Principles

Tactical Meta-Framework

Family Enterprise Heterogeneity Frameworks

Four Rs Framework

Four Strategy Dimensions Framework

Fundamental Meta-Framework

Four Trust Dimensions

Five-Stage Life Cycle Framework

Stage One: Existence

Stage Two: Survival

Stage Three: Success

Stage Four: Renewal

Stage Five: Decline

Church and State Framework

Four Innovation Capabilities

Technology Development Capabilities

Business-Driven Capabilities

Part II The Continuity Canvas

Strategy:Strategic Planning for Continuity

Strategic Planning for Continuity I: Collecting and Collating Basic Information

Strategic Planning for Continuity II: Cornerstone Concept Equals a Quadruple-Bottom-Line Scorecard

Financial Perspective

Keystone Meta-Framework: Agency, Owner–Steward, and Manager–Steward

Familial Meta-Framework: Issues are the Same, Perspectives Differ

Individual Meta-Framework: Persuasiveness

Generational Meta-Framework: Affordable Loss

Tactical Meta-Framework: Financial Perspective of the Balanced Scorecard

Fundamental Meta-Framework: Business Equals State

Social Perspective

Keystone Meta-Framework: Social Logic

Familial Meta-Framework: Commitment to Us

Individual Meta-Framework: Organizational Stewardship from the Four Servant Leadership Dimensions

Generational Meta-Framework: Learn Our Family Business

Tactical Meta-Framework: Customer

Fundamental Meta-Framework: Family Equals Church

Environmental Perspective

Keystone Meta-Framework: Resource-Based View

Familial Meta-Framework: Philanthropy Leader

Individual Meta-Framework: Organizational Stewardship

Generational Meta-Framework: Learn to Lead

Tactical Meta-Framework: Innovation and Learning

Fundamental Meta-Framework: Technology Development Capability

Talent Perspective

Keystone Meta-Framework: Principal Cost

Familial Meta-Framework: Community

Individual Meta-Framework: Four Tests Framework

Generational Meta-Framework: Learn Business, Learn Our Family Business

Tactical Meta-Framework: Four Rs Framework

Fundamental Meta-Framework: Four Trust Dimensions Framework, Business-Driven Capabilities

Talent: Successors’ Talent Development Planning for Continuity

Successors’ Talent Development Planning for Continuity I: Collecting and Collating Basic Information

Successors’ Talent Development Planning for Continuity II: Cornerstone Concept Equals Develop an Informed Individual Philosophy of Stewardship

Values – History – Legacy. Keystone Meta-Framework: Stewardship and Resource-Based View

Familial Meta-Framework: A Commitment to Us

Individual Meta-Framework: Altruism

Generational Meta-Framework: Learn our Family Business

Tactical Meta-Framework: The Steward

Fundamental Meta-Framework: Benevolence

Financial Literacy and Value Creation. Keystone Meta-Framework: Economic

Familial Meta-Framework: Big Tent Executive or Employee

Individual Meta-Framework: Self-Imposed Test

Generational Meta-Framework: Affordable Loss

Tactical Meta-Framework: Financial Perspective of the Balanced Scorecard

Fundamental Meta-Framework: Renewal

Governance Role Preparation. Keystone Meta-Framework: Three Circles

Familial Meta-Framework: Business or Family Governor

Individual Meta-Framework: Governor Exit Style

Generational Meta-Framework: Cousin Consortium

Tactical Meta-Framework: The Governor

Fundamental Meta-Framework: Ability and Consistency

Individual Development. Keystone Meta-Framework: Three Circles

Familial Meta-Framework: Four Ps

Individual Meta-Framework: Political Test

Generational Meta-Framework: Learn to Let Go

Tactical Meta-Framework: Four Rs

Fundamental Meta-Framework: Trust Dimensions

Wealth: Asset, Wealth, and Estate Planning for Continuity

Asset, Wealth and Estate Planning for Continuity I: Collecting and Collating Basic Information

Asset, Wealth, and Estate Planning for Continuity II: Cornerstone Concept Equals Produce a Handwritten Individual Legacy Statement

Keystone Meta-Framework

Familial Meta-Framework

Individual Meta-Framework

Generational Meta-Framework

Phase 4: Learning To Let Go Our Business

Tactical Meta-Framework

Fundamental Meta-Framework

Governance: Governance Planning for Continuity

Governance Planning for Continuity I: Collecting and Collating Basic information

Governance Planning for Continuity II: Cornerstone Concept Equals Craft the Family's Governance Philosophy

Business Governance. Keystone Meta-Framework: Four Foundational Theories

Familial Meta-Framework: Business Governor – Family Governor

Individual Meta-Framework: Four Tests Framework

Generational Meta-Framework: Learn Our Family Business

Tactical Meta-Framework: Governance – The Governor

Fundamental Meta-Framework: Renewal – Business-Driven Capabilities

Family Governance. Keystone Meta-Framework: Family Steward

Familial Meta-Framework: Sense of Purpose

Individual Meta-Framework: Political

Generational Meta-Framework: Learn to Lead

Tactical Meta-Framework: Four Rs

Fundamental Meta-Framework: Trust

Ownership Governance. Keystone Meta-Framework: Owner–Stewards

Familial Meta-Framework: Four Ps — Protocols Before Needed

Individual Meta-Framework: Persuasiveness

Generational Meta-Framework: Sibling Partnership

Tactical Meta-Framework: Responsibility

Fundamental Meta-Framework: Church

The Foundation. Keystone Meta-Framework: Social

Familial Meta-Framework: Big Tent—Philanthropy

Individual Meta-Framework: Empathy and Altruism

Generational Meta-Framework: Crazy Quilt

Tactical Meta-Framework: Customer

Fundamental Meta-Framework: Business-Driven Capabilities

Configuration Plan One

Configuration Plan Two

Configuration Plan Three

Configuration Plan Four

Educating Educators

A Program Example. Part One: Frameworks and Meta-Frameworks

Part Two: Four Plans and Cornerstone Concepts for Continuity

Part Three: Presenting Configuration Examples

Part Four: Developing Your Own Continuity Canvas and Cornerstone Concepts

References and Further Readings

References

Further Readings

Index

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JUSTIN B. CRAIG, PhD

Illustration 2: Agency

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Using the RBV framework, Sirmon and Hitt (2003) argued that family businesses evaluate, acquire, shed, bundle, and leverage their resources in ways that are different from those of non-family businesses. In part, these unique resources can emerge from the fact that family members often also act as owners and/or managers. In the family business context, the term “familiness” defines the unique bundle of idiosyncratic resources and capabilities that family firms hold (Habbershon and Williams, 1999). As such, familiness is one of the intangible factors in the RBV (Illustration 4).

Identifying the resource categories that are idiosyncratic is only part of the process. As, if not more important, is understanding what the firm does with resource-related processes or actions. Effectively managing the resources is crucial to creating a competitive advantage and this requires an understanding of how resources are accumulated, bundled, and leveraged. More specifically, Sirmon and colleagues consider resource management to include structuring (i.e. acquiring, accumulating, and divesting) the portfolio of resources, bundling (i.e. stabilizing, enriching, and pioneering) resources to build capabilities, and leveraging (i.e. mobilizing, coordinating, and deploying) capabilities in the marketplace. The synchronization of these processes is important to create value and, in the context of this conversation, contribute optimally to continuity.

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