Investment and financial strategies are often seen as the lynchpin of operations within the family office. Yet strategy should not be limited to financial operations. Many other functional departments can too benefit from strategic direction and planning.
Traditional frameworks such as defining ‘vision’ and ‘mission’ have paved the way for exploring how strategy can create more dynamic business environments. However, as the world and business have changed drastically over the last 50 years there is a need for new theories, approaches, and frameworks that are even more dynamic, resilient, and adaptive to change.
New-age strategic frameworks are inclusive of non-financial factors such as ‘purpose’, ‘values’ and ‘agility’. We onboard families to this new way of thinking by exploring which approaches (or combination of approaches) might work best for them. We then take a holistic view and upgrade existing strategies to encompass this focus on ‘soft’ as well as ‘hard’ assets. When internal processes and approaches are re-engineered in this way, the value can be transformed from inside-out.
