Family offices from the banking perspective
Banks are often the institutions that operate closest to family offices. For this reason, family offices also look to banks more frequently for guidance to ensure they're equipped to facilitate the growth and sustainability of the family enterprises that they serve. But what do banks believe family offices should focus on?

By Francois Botha
Published on Simple February 26, 2021

Often banks are the institutions that operate closest to family offices. For this reason, family offices also look to banks more frequently for guidance to ensure they’re equipped to facilitate the growth and sustainability of the family enterprises that they serve. For family enterprises to thrive in the fast-evolving modern world of business, family offices need to be acutely aware of shifting investment trends and the need to expand their attention outside of financial services and into the sphere of governance, information security, management culture, succession, and specialist in-house expertise.

Management culture

Two key performance enablers that demand attention within the family office space are agility and purpose, both proving to be highly effective ingredients of successful management culture. When companies have an articulated purpose that transcends products and services and is more significant than just money, customer loyalty and employee engagement is superior, ultimately leading to improved long-term financial performance. Purpose consultant Aaron Hurst, the founder of Imperative, found that 42% of companies that were not considered “purpose-driven” experienced a decline in year-on-year revenue. In contrast, 85% of purpose-led companies enjoyed positive growth. UBS & Campden Wealth 2018 Global Family Office Report indicates that only a third of Family Offices have a clearly defined purpose statement, which is evidence of the work required to address this gap.

Agility is also essential to success. Michael Hugos, principal at Centre for Systems Innovation, estimates that companies who achieve adequate levels of agility can grow profit by an additional 2%-4% per annum. Companies should be looking at reducing structures and processes to promote flexibility, creativity, and swift decision-making.

About the Authors

Francois Botha

Francois Botha

Simple Founder. Strategy Advisor

Francois believes that the next generation of family leaders need new, simple tools and trusted experts with a fresh outlook.

Connect with Francois Botha View Francois Botha Profile

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