Advisor Stream Panel Bruce Hatcher Richard Owens, OAM Michael Perkins Mark Voeller Facilitated by Jill Thomas University of Adelaide Business School
Jan 13, 2016
Advisor Stream PanelBruce Hatcher
Richard Owens, OAMMichael PerkinsMark Voeller
Facilitated by
Jill ThomasUniversity of Adelaide
Business School
Three Circle Model
Taguiri & Davis (1992)
Ownership
FamilyBusiness
3
Family System
Family TherapistsPsychologists
Business Management & Leadership System
Business Consultants
OD consultants
Ownership / Governance System
Estate Planners
AccountantsLawyers
SuccessionSuccessionPlanningPlanning
EstateEstatePlanningPlanning
How Consultants Typically Enter the Systems
UnityUnityPlanningPlanning
4
The Systems
Ownership
FamilyBusiness
Ownership / Governance System• Values /Vision• Legal Structure• Ownership Transfer• Board
Family System• Roles & Relationships• Family Values• Myths / Mores• Conflict Resolution• Clarity of Communication
Business Management & Leadership System• Mission & Strategy• Culture of Organization• Org Structure• Compensation System• Decision-making Process
5
The Core Disciplines
• LegalLegal
• FinancialFinancial
• Management ScienceManagement Science
• Behavioral ScienceBehavioral Science
6
Differing Perceptual Filters: The Core Disciplines
Family
Ownership
Business Mgt.
Behavioral
ManagementFinancial
Legal
Individual
7
What type of knowledge base is needed for interdisciplinary consulting?
Four Areas of Professional ServicesFor
Family Businesses and Enterprise Families
Management
Science
Finance Legal Behavioral Science
AwarenessAwareness
Technician Technician Technician TechnicianPro
ficie
ncy
Le
vel
of P
rofe
ssio
nal
s
MODELS OF TEAMS
• Consulting (Interdisciplinary) Teams—a pre‐existing team Consulting (Interdisciplinary) Teams—a pre‐existing team that is hired by the clientthat is hired by the client
• Collaborative (Multidisciplinary) Team—advisors from Collaborative (Multidisciplinary) Team—advisors from different disciplines who meet in a different disciplines who meet in a study group forum, get to study group forum, get to know each other’s work, and bring one another into client know each other’s work, and bring one another into client situations on an as‐needed basis or in a “shadow” consulting situations on an as‐needed basis or in a “shadow” consulting function.function.
• Accidental—advisors who meet and connect only through Accidental—advisors who meet and connect only through the client, coordinate their efforts, the client, coordinate their efforts, only in their work with that only in their work with that particular clientparticular client
• Dysfunctional—advisors unknown to one another; even if Dysfunctional—advisors unknown to one another; even if working with the same client they do so with working with the same client they do so with no coordinationno coordination
8
Session 3: Theoretical Concepts and Models
The Core Disciplines
Content vs. Process Consulting
Interdisciplinary Consulting
10
Expert
Transactional
Final reports
Clients follow up on their
own
Shorter timeframe
Curious
Developing systems
Outline of
recommendations for
discussion
Consultant facilitates
follow-up
Longer timeframe
How You Proceed: Distinguish Content vs. Process
1Technical
Co
nte
nt1
Co
nsu
ltin
gP
rocess C
on
sultin
g
11
SuccessionBusiness
Ownership
Industrial psychologyOrganizational
Development
Organizational Transformation
Strategic Planning
Accounting
Finance
Insurance
LegalFamily
BusinessAdvisors
How You Proceed: Consider Multi-disciplinary Approach
ContentContentconsulting consulting ProcessProcess
consulting consulting