Luigi Consiglio – Family businesses: a ship with two captains sinks.

In family businesses, the real problem is not succession, but governance. When several partners or family branches share control, the question is simple: who decides? Without clear leadership, decisions slow down, conflicts increase, and the company’s value decreases. To grow, the following are needed: ✔️ A leader with clear delegated powers ✔️ A 5-year Industrial Plan ✔️ Measurable objectives and periodic reviews Those who lead must have the power to decide and the responsibility for results. The other partners can create value in their role as owners, without interfering in operational management. Separating ownership and management is the key to ensuring continuity, growth, and value creation. Fewer conflicts. More governance. More value.