Starting out as a sales representative in the Naples area for a few spare parts for trucks and trailers, originally mainly leaf springs, today Giacomo, my father, leads the biggest Italian group in truck aftersales. He inherited this representation activity from his father Eduardo, but it was Giacomo’s strategy and vision who made him able to create something that has never been done before in the sector. He developed a true company ideology, with client satisfaction at the core of every business activity.
My father is the CEO of the company, my mother is the CFO. The company has 4 non-family executives : the Chief Operating Officer, the Executive director, the Chief information officer and the Chief marketing officer.
There are several senior managers, with one in each department.
My father wishes that the company will one day be run by my brother and I. Thus, I believe that in the next 10 years the transition may well be a sibling partnership. It is important for siblings to agree on values and to have a common vision for the future management of the enterprise.
Greta share; predominantly descriptive. How have you adopted this to the models of stages of family business growth? Synthesis the core tensions, problems and issues that the above dynamics create?