Family businesses are complex systems where business, ownership, and family objectives usually overlap strongly, but not necessarily concurrently. Throughout their different stages, family businesses frequently face paradoxes and internal tensions that challenge both strategy and continuity. Throughout the lifecycle from the founder to generational transfer, the competing requirements can emerge. For example, desiring to retain family control may conflict with the need forexternal expertise. Similarly, emotional attachment to the heritage may collide with decisions necessary for innovation and growth.
The TONA model offers a useful template to consider the manner in which family, business, and ownership dimensions play out over generations. As the dimensions mature, so too do the paradoxes. In early days, there can be tension between relaxed family control and the need for professional structure. In later generations, tensions can arise among cousins with competing visions or between family harmony and shareholder demands.
Being aware of these paradoxes early on can help family businesses adapt more easily to change and not stagnate. Knowing where a family business sits on these dimensions is key in order to overcome obstacles and look to the future.
Reference:
Tobak, J. and Nábrádi, A. (2020) ‘The TONA model: A new methodology for assessing the development and maturity life cycles of family-owned enterprises’, Journal of Innovation & Knowledge, 5(3), pp. 236–243.
@Benoit ,Thanks for raising some really important ideas about how tensions evolve over time in family firms—I can totally see the intention behind linking lifecycle stages to paradoxes. That said, the post feels quite descriptive, and I’d love to see more of you in it. Also, maybe pull in a few more real-world or personal examples to give it more grounding and credibility.