Our family business operates primarily in the construction sector while expanding into tourism, mining, and other industries. The level of professionalization within our business is moderate to high, as we strive to balance family influence with structured corporate governance and modern management practices.
We have implemented clear roles and responsibilities for both family and non-family members, ensuring that key managerial positions are occupied by individuals with relevant expertise. Additionally, external consultants and industry experts are periodically engaged to provide strategic insights and improve operational efficiency. However, as the business expands into new industries, further professionalization efforts are necessary to ensure sustained growth and competitiveness.
Thank you. A fascinating, descriptive background to a family business. In your diagnosis report @Burak, you may want evaluate with the aid of core family business concepts and theories, the key risks, issues and challenges that such a background evokes for the family business in the coming 5-10 years?