The consulting firm PwC released a report stating that, in Brazil, more than 80% of companies are family-owned. However, other studies by the same organization show that only 12% of family-owned companies reach the third generation, and only 1% reach the fifth. This case is mainly due to the lack of a governance plan, and consequently respect for this document of standards by its members. Such disorganization causes disputes and conflicts, which naturally have an impact on the company's operations.

Among family businesses that have been in operation for a longer period of time, one practice is a prerequisite: the adoption of a governance system that clearly distinguishes between owners and managers. In other words, heirs are in fact the owners of the company, but do not necessarily manage it. After all, this task depends on specific technical skills, which are not always found in the family group.

In the end, it's all a question of expectations, because when there is clarity about the parameters regarding profit sharing, prospects for advancement in internal positions, and business direction, tempers tend to calm down, avoiding the weakening of family ties and many other conflicts that can prevent the company from prospering.
Seeking to adopt governance systems will only make the market see the movement in a positive light, whether it is the professionalization of people, processes and general business management policies. As if that weren't enough, with the general improvement in organization and image, your family business tends to be more attractive to young talents, with the potential for innovation and adaptation to changes in scenario and technology. With the right corporate governance strategy, family businesses can be successful.