A opção pela gestão profissional em uma empresa familiarcaso de ensino “Supermercados Veran”

Resumo

Family businesses go through remarkably similar stages of evolution. Even if they are not intentional or clearly perceived, these stages are usually (Berenbeim, 1990): Coalition - phase of establishing the company where the founder relies on loyal employees, and partners who believe in his initial purpose; Predominant Founder - at this stage the founder feels secure with his authority and freedom to act, obtaining the less critical commitment of family members and collaborators; Company as an Institution - stage where the company adopts management practices in order to guarantee its perpetuity. It is basically the transition from stage two to stage three that will be covered in the case study. Particularly, when professionalization takes place by replacing the family manager with one coming from the market and unrelated to the family. A common problem faced in this transition is how to decide and operationalize the change of command with the least possible disruption. This task is not trivial and if you look closely at its execution it seems everything but rational. A traditional hunting process for selecting a CEO, conducted by professional hunting companies can take months. However, the moments of face-to-face contact, where you can personally evaluate the candidates, should last between 10 and 12 hours, considering the stages of interviews made by the professionals and the family. If it is not very common to buy an appliance with only 10 hours of reflection and even less a car, it seems that this decision involves several risks, but we can group them all in just one: choosing the wrong professional. This case study addresses this critical moment in the lives of companies in a credible way and completely connected to the real context of the market. The script presented in the teaching notes proposes discussions that will lead students to consider three major groups of factors that can reduce the risk of making the wrong choice or even increase the chances of success in this transition. First, they will be led to reflect and identify what are the emotional factors, of the family and the external CEO, which, if not considered, can become pitfalls for the process. They will then discuss the company's maturity stage and whether it is at the right time for this transition. Finally, they are encouraged to assess and propose which governance and control instruments and processes should exist to minimize the risks and surprises of the new management.

Ficha do documento

Tipo

Dissertação

Ano

2020

Instituição

Fundação Getulio Vargas

Fonte

Repositório da FGV

Idioma

Português

Acesso

Acesso aberto

Identificador

oai:repositorio.fgv.br:10438/29745

Temas

GovernançaEducação

Palavras-chave

Family successionFamily managementProfessional managementGovernanceAgency theorySteward theoryEvolution stages of the companySucessão familiarGestão profissionalGestão familiarGovernançaTeoria da agênciaTeoria stewardEstágios de evolução da empresaAdministração de empresasEmpresas familiaresAdministradores de empresas