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Family Businesses: The Essentials by Peter Leach

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5Getting help

Making the most of outside resources

As a company becomes larger and more complex, the foundations have to be laid for a more structured, less centralised organisation. The task is significantly more difficult for family than for non-family businesses because there is a strong temptation in many family firms to depend on internal experience and judgements.

This tendency to introversion can be countered by the effective use of outside talent, discussed in this chapter under three headings: non-family managers; non-executive directors; and advisers and consultants. The decision to appoint outsiders from any of these groups may be a difficult one, marking a cultural shift. But it is often an important step in making the company more ...

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