Abstract
The chapter analyzes the case of a family business that is experiencing a fifth generational transition and that started some time ago some parallel paths of professionalization and managerialization. These processes are managed by external consultants and non-family professionals, above all the Managing Director. The interpretation of empirics is aimed at understanding the main levers (or aspects) that the company uses during the professionalization and managerialization processes. First, the injection of high professional skills/abilities. Second, the willingness of the family members to professionalize and to introduce of governance mechanisms. Third, internal coaching to develop new methods and practices of work. Fourth, the construction of a family–non-family partnership for strategic purposes. Fifth, the introduction of routines for managers. Sixth, the introduction of management control systems and an enterprise resource planning system to support the decision making in the short and long term. Seventh, the introduction of the management accounting function.
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Notes
- 1.
All the names mentioned are real. The company and the interviewees give their consent to use names and data.
- 2.
By formal competence, we mean someone with formal management education, no close bonds, industry experience, and the ability to take a universal, non-contextual, and objective impersonal and non-emotional approach to the job.
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Bassani, G., Cattaneo, C., Cesaroni, F.M., Sentuti, A. (2020). Professionalization and Managerialization: Original Levers from Molino Nicoli Spa. In: Leotta, A. (eds) Management Controlling and Governance of Family Businesses. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-47741-7_9
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