ADDRESS WEBSITE TELEPHONE

3 Place Ville Marie, Office 12350 www.businessfamilies.org +1 514 673-0120

Montreal, QC H3B 0E7

STRATEGIC PLAN
2019–2023
Inspiring a learning culture in enterprising families
 CONTENTS
4 INTRODUCTION

5 OUR BELIEFS

5 THE CHANGE WE WANT TO SEE

6 OUR LEARNING PHILOSOPHY

7 THE BIG 5 COLLECTION

7 THE INTRAPRENEURIAL INITIATIVE

8 STRATEGIES

10 SUMMARY ACTION PLAN

12 FINANCIAL MODELS

14 BFF GOVERNANCE

15 PERSONNEL

16 APPENDIX 1

THE CAPACITY TO LEARN IS A GIFT. 18 APPENDIX 2

THE ABILITY TO LEARN IS A SKILL. 20 APPENDIX 3

22 APPENDIX 4

THE WILLINGNESS TO LEARN IS A CHOICE. 24 APPENDIX 5

— BRIAN HERBERT 26 APPENDIX 6

2 S T R AT E G I C P L A N 2 0 1 9 –2 0 2 3   |  3
INTRODUCTION OUR BELIEFS
This Strategic Plan sets out what we want to achieve over the next five years and beyond. It is based on insights from our We believe that families are the cornerstone of all societies. We are strong proponents of enterprising families who provide an
Innoweave process that helped us reflect on our past, present and future. antidote to commercial short-termism and the anonymous economy.

Our past
We were established over 30 years
ago by Philippe and Nan-b de Gaspé
Beaubien whose personal experiences
of developing a major media company
within family ownership encouraged
them to reach out to other enterprising
families. They strongly believe in
supporting and empowering “learning
families” who are responsible owners
and help the economy to prosper.
We disseminate education via online
learning, blended learning (a mix of
online learning and additional in-
person activities led by a facilitator), and
immersive learning (in-person, in-depth
Our present
For the last five years up to 2018, BFF
has primarily favoured online learning,
powered by our own custom-built
platform. During the same period
we have launched new initiatives:
the Intrapreneurial Initiative (aimed
at families seeking alternatives to
traditional succession) and the Women
in Enterprising Families Initiative (WEFI).
We have also organized the annual
Family Matters Forum to bring together
families who share concerns for
sustainability and the triple bottom line.
At the same time we recognize that support is needed for enterprising families, particularly for learning champions, the Next
Our future
Generation and women:
Our renewed strategic focus will
include more blended-learning options
delivered through a network of delivery
partners who will facilitate half-,
single- or multi-day workshops that
build on pre-work of online learning.
Participants will progress along
personal/family learning journeys, There are inevitable issues when Potential successors often prefer to The role and potential of women at
which contribute to the development combining family and business — so make separate careers away from the core of enterprising families can
of a learning culture within enterprising we seek to equip learning champions their family businesses which are then be overlooked — so we engage women
families, encouraged by family learning within enterprising families. sold or closed down — so we involve through the Women in Enterprising
champions who keep coming back to the Next Generation through the Families Initiative.
our educational programming. Intrapreneurial Initiative.
We look forward to 2023 with vision
and purpose.

THE CHANGE WE WANT TO SEE

learning that changes how people make
meaning of their lives).

Our strategic review has helped us think clearly about our audiences, our offer, our impacts and our larger goals:

Olivier de Richoufftz
October 2018
OUR AUDIENCES
Our primary audiences are
enterprising families and
learning champions who
are family members or their
trusted advisors, and who
In 2018: proactively lead learning
THE IMPACTS
Our target audiences will
embed a learning culture
in their families, which will
increase their ability to
tackle the complex issues
of enterprising families with
OUR OFFER
We develop educational
programming that conveys
the wisdom and experience
of enterprising families
from around the world.
Blended learning is our
THE END RESULT
The result will be that
enterprising families will
become more resilient,
empowered, engaged
and successful.

9,000
development across the resilience and purpose. main focus (60%), followed
family business system. by online learning (20%)
and immersive learning
(20%). Blended-learning
active users across nearly programming will largely
60 countries, 38% aged 18–24 be delivered by partners
(e.g. FEX, FBN and Family
Business Centers) rather
than by BFF directly.

4 S T R AT E G I C P L A N 2 0 1 9 –2 0 2 3   |  5
OUR LEARNING PHILOSOPHY
Our educational programming, which includes all our online resources and in-person learning activities, is grounded in BFF’s
Learning Philosophy:
RELATE
To begin, we strive to have
users relate to common issues
and themes affecting all family
businesses. This is done through
our growing catalogue of online
educational content, which
includes short interviews as well
as online courses that last up to
three hours. We create awareness
among families about the
intricacies of their family business
system in their individual contexts
Through relate-understand-apply, we offer best-in-class experiences and the potential for users to identify as an agent of change
or family learning champion.
LEARNING PHILOSOPHY
UNDERSTAND
RELATE
BFF Learning Philosophy Increased Engagement
N ER A
L SPE
GE
6 S T R AT E G I C P L A N 2 0 1 9 –2 0 2 3   |  7
UNDERSTAND
Next, users begin to better
understand some of the
complexities involved in family
business through the use of
blended-learning settings.
Targeted workshops allow
families to begin to identify levers
for change and improvement
in their family enterprise.
Users continue learning and
understanding their context
through a more theme-based lens
depending on their greatest need
(governance, intrapreneurship,
communication, conflict
management, ownership, etc).
APPLY
CIF
IC
APPLY
Lastly, we facilitate immersive
experiences for families to
apply their new learning to their
individual and family contexts.
This transformational approach
increases the impact of the
education on the individual
family members as well as
the family unit as a whole.
The immersive experiences
are engaging, empowering
and reflective, with the aim of
creating actionable takeaways for
practical application in families.
OBJECTIVES
Embed Learning Culture
Continuous &
THE BIG 5 COLLECTION
Working with a variety of leading industry experts, BFF has successfully developed a “Big 5” Collection. Each course has
been created through an iterative process, vetted internally and by external stakeholders, complete with interactive models,
personal assessments, video and written cases as well as supporting material for the in-person facilitation of the courses. Each
course touches on a different key theme affecting family businesses. The Big 5 includes Compass for Entrepreneurial Families,
Communication and Conflict Management, Discovering Family Ownership, Women in Enterprising Families and Intrapreneurship in
Enterprising Families.
THE INTRAPRENEURIAL INITIATIVE
Our Intrapreneurial Initiative reflects our Learning Philosophy, providing 16 weeks of action-oriented learning that addresses a
critical area for enterprising families.
We bring together cohorts of intrapreneur-mentor pairs who are challenged to create a fresh intrapreneurial project by the end
of the program. They are assisted by 36 hours of coaching and consulting, five in-person workshops, exclusive discussions with
experienced intrapreneurs, and access to personalized online resources. All this is supported by webinars, ideation workshops, and
a masterclass to provide insights into what it takes to succeed at intrapreneurship.
Based on the proven success of pilots in 2016-18, the aim is to extend the Intrapreneurial Initiative across more provinces of
Canada, and beyond Canada. We also want to build the momentum of the intrapreneurial movement so that it becomes a widely
accepted alternative to traditional succession planning.
CASE STUDY
The Gagnon family of Montreal have experienced direct change as a result of the Initiative. M.
and Mme Gagnon were hoping their son, Jean‑Philippe, would be committed to family ownership
of their company, which is an innovation expert in medical technology and aerospace. However,
Jean‑Philippe’s passion is everything to do with sport.
Jean‑Philippe agreed to join a pilot version of our Intrapreneurial Initiative program with his
father and mother by his side as mentors. In October 2017, he launched a venture that reapplies
the innovation methodologies of his parents’ companies to the sports marketplace.
The Gagnon family now have renewed commitment as business owners and their odds of a
successful generational transition have improved. The Intrapreneurial Initiative will enable more
families to be like the Gagnons.
DELIVERY PARTNERS
To deliver blended-learning options, we reach out to partners who can use our educational programming with their members/
clients as part of their broader activities. We are inclusive and ready to work with any interested organizations so long as they
have earned a strong reputation among enterprising families.
STRATEGIES
We have six strategic areas for organizational efforts as we translate our purpose into practice:
1HIGH-QUALITY
EDUCATIONAL
2SELECTIVE SCALING
PROGRAMMING
Consistent with our DNA, we
want to provide high-quality
educational programming
that meets genuine needs of
enterprising families. We know
families and we share practical
wisdom about what works. We
remember that our heritage is not
a business school or consultancy;
we were set up by families to help
other families. We will:
·· align all programs with our
Learning Philosophy and
incorporate opportunities for
hands-on applied learning;
·· sharpen the relevance of
programs through continuous
measurements of participants’
experiences of programs, with
insights being actioned by
instructional designers;
·· enable “intentional process” as
our audiences enhance their
family effectiveness in tackling
issues, including complex issues
where long-term and sustained
learning is necessary.
8 S T R AT E G I C P L A N 2 0 1 9 –2 0 2 3   |  9
OF PROGRAMS
We know from experience that,
whilst some programs become
very popular with audiences,
others fare less well. So there
needs to be selectivity about
which programs we decide to scale
up for different geographies and
worldwide. We will:
·· develop minimum viable
products to test and validate,
then scale them up only if
they win;
·· support the scaling of selected
programs through enhancing
the functionality of our Learning
Management System (LMS);
·· underpin the scaling process
with “train the trainer” activities
and Facilitation Guides that
support the blended-learning
approach for existing programs
(all of the “Big 5”) and selected
new programs.
3PROACTIVITY IN
DELIVERY PARTNERSHIPS
Blended learning relies heavily
on partners who can deliver
in-person activities that go
beyond what’s possible with
online learning. Partners such as
membership organizations are
also vital as a means of reaching
families who need our programs
but who have not heard of BFF.
We will:
·· engage delivery partners around
a shared framework of scope
and values, with an emphasis
on being inclusive as far as
possible to those who work with
enterprising families;
·· actively manage relationships
to generate an offering for
enterprising families that is
better than either the partners
or BFF could deliver on
their own;
·· co-create educational programs
with our delivery partners to
maximize the practical impact
on, and inspiration of, their
members/clients.
4FINANCIAL DISCIPLINE
AND SUSTAINABILITY
The reliance on partners to deliver
blended learning means that the
number of direct employees of
BFF can be tightly controlled. We
are looking to increase revenue
from licensing and fees while also
managing overheads and reducing
our reliance on donor families.
We will:
·· increase revenue generation
so that charitable donations
represent less than a third of
total income;
·· scale organizational overheads
in line with actual revenue flows.
5THOUGHT PROVOCATEUR
FOR FAMILY
ENTERPRISES
We see opportunities to publicize
specific challenges faced by
enterprising families and how
our programs can tackle them.
We also want to spark new ideas
and engage learning champions
in reflection and fresh thinking,
for example in the areas of
intrapreneurship and women’s
engagement. We will:
·· increase exposure of issues
that are relevant to enterprising
families by using social media
and other thought-provoking
media, and by contributing to
thought leadership events such
as the Summit of Minds;
·· develop specific communications
and digital strategies that
leverage our knowledge of the
family business ecosystem;
·· fast-track issues and provide
ahead-of-the-curve briefings on
disruptive trends in our sector in
order to help families anticipate
changes and see around corners.
6PROVISION OF
GROUND‑BREAKING
MEASUREMENT AND
BENCHMARKING TOOLS
As part of embedding a learning
culture, we see a major opportunity
in establishing an assessment tool
that enables families to engage in
an on-going process of discovery.
Such a tool, with well-calibrated
benchmarking, could help a family
to improve family effectiveness
through solving problems, building
relationships and achieving goals.
We will:
·· re-apply successful aspects
of the B Corp model for
sustainability (which aims
to redefine success in
business around social and
environmental performance) to
family enterprise;
·· seek well-respected partners
and subject-matter experts who
can contribute to the rigour of
the research and development
behind the model;
·· drive interest in the model
“F Corp” so there is sufficient
take-up to enable robust
benchmarking and a sense of
being part of a community/
movement;
·· equip families to convert
diagnostic data from the tools
into personalized action plans
for practical improvements.
SUMMARY ACTION PLAN
1. HIGH-QUALITY EDUCATIONAL PROGRAMMING 4. FINANCIAL DISCIPLINE AND SUSTAINABILITY
2019 2020 2021 2019 2020 2021

Number of webinars (selected topics) 6 12 18 Overheads as % of total costs 15% 13% 12%

Number of new quality, experts to act as SMEs for program development and review Charitable donations as % of total income 36% 29% 25%
3 6 12
of previous programs
Minimum profit margin on programs, before overheads 10% 12% 15%
Frequency of reviews, interviews (or focus groups) & improvements to established
2× / year 4× / year 6× / year
courses (Big 5) % of Commissioned content 30% 40% 50%

% of program content rated “somewhat or very relevant” among participants 75% 80% 85%

5. THOUGHT PROVOCATEUR FOR FAMILY ENTERPRISES

2019 2020 2021
2. SELECTIVE SCALING OF PROGRAMS
% of subscribers taking a course from the Big 5 collection 30% 45% 60%
2019 2020 2021

Number of webinar attendees 200 500 800

Number of new programs (in Canada) 1 (1) 2 (1) 4 (2)

% of loyal/returning users (stickiness factor) 60% 70% 75%

Number of people who’ve attended “train the trainer” events for our programs 15 30 45

Number of Family Champions identified, engaged and interviewed (Feedback &

Number of people who’ve completed a blended learning program 140 255 415 1 / Qtr. (4) 2 / Qtr. (8) 3 / Qtr. (12)
Content Contributions)

Number of immersive events 3 5 6

6. PROVISION OF GROUND-BREAKING MEASUREMENT AND BENCHMARKING TOOLS

3. PROACTIVITY IN DELIVERY PARTNERSHIPS 2019 2020 2021

2019 2020 2021 Number of families who’ve used our measurement tools 20 60 150

Number of partners delivering blended learning programs 5 7 16 Number of organizations who publicly endorse our measurement tools for
2 4 5
enterprising families
% of programs that are customized to partners’ needs, before delivery 20% 30% 40%
Number of families who have converted diagnostic data from the tool into
10 30 50
% of program that is self-customizable (plug & play, extending blender) 10% 15% 20% personalized action plans

White Label Dashboard (like Insights, FEX, etc.) 2 4 6 Number of 1-on-1 follow-up, in-depth interviews with measurement tool users (10%) 2 6 15

10 S T R AT E G I C P L A N 2 0 1 9 –2 0 2 3   |  1 1
FINANCIAL MODELS
REVENUES
50%

40%

30%

20%

10%
● 2019
● 2020

0% ● 2021
Intrapreneurial Blended Online Sponsors Family
Initiative Learning Programs Programs donation

DIRECT COSTS
50%

40%

30%

20%

10%
● 2019
● 2020

0% ● 2021
Intrapreneurial Blended Online Overhead
Initiative Learning Programs Programs costs

12 S T R AT E G I C P L A N 2 0 1 9 –2 0 2 3   |  1 3
BFF GOVERNANCE PERSONNEL
For Families,
By Families.

As BFF implements the new blended-driven model (balanced strategy), BFF will operate in an agile manner, internalizing core
competencies and externalizing others.
GOVERNANCE
BFF believes in equal gender representation and is governed by spouses of entrepreneurial families. Currently, the board members
represent three continents and 10 countries. Up to 8 families can be represented on the board, elected for 3 years among members.
Co-chairs are elected among members.

Board members are divided into working clusters with mandates covering Governance, Finance, Strategic / Distribution / Women’s
Alumni
Partnerships and Programming, to match strategies broadly. Think Tank
Admin

Quebec –
Event
Ontario West –
Management
Business International
Development & Intrapreneurship
Relationships
President &
Board Clusters

Technology
Content
Third Party Experts
Providers
Marketing Content
Communication Production
Business Families Foundation Board of Directors
Taken at Spring 2018 Annual Board Meeting in San Diego, California

‘‘
SME’s
AGENCY
Trainers
Entrepreneurial families are already thinking of their grandchildren and
future generations that are not yet born. As the current generation we may
never get to meet them but we still want the best for them and to pass
on something better than we ourselves have been fortunate to receive.
– Margaret-Jean Mannix and Alex Adelaar
Co-chairs, Business Families Foundation

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APPENDIX 1 C) What makes us a family?

Our differences = our strengths. This content theme is all Examples:

about focusing on the fundamentals of family businesses: ·· A grandpa and son
the common values. These articles will take the form of
·· 2 brothers and sister
HIGH-QUALITY EDUCATION PROGRAMMING: interviews, conducted to two people in the same family
businesses. The interviewees will have either a different ·· A mom and daughter
CONTENT & KEY PERFORMANCE INDICATORS point of view on a topic, a big generation gap or a difference
·· Two cousins
in gender.
·· Someone who has been in the business for a while VS
Through the improvement of educational quality, content and experience, BFF will be consistently someone who is new
measuring the impact of our changes through specific key performance indicators which will allow
D) Without Borders
for gathering solid data from users and customers will be a key part in the marketing strategy.
In order to unify the communications, to concentrate the efforts of the BFF team and to clarify the messages to the general public In order to put the spotlight on your international audiences Examples:
and its target audiences, we recommend offering a single web platform to users: Business Families Foundation. as well as your partners, this theme will focus on breaking ·· The realities of the next generation of a family business
borders and educate people about differences in businesses in Mexico
around the world. These articles will be written by guests
(guest posting) and will explore business around the world, ·· The funding difficulties in India
CONTENT STRATEGY giving readers insights and information about a specific topic ·· Doing business as a female entrepreneur in the United
in a specific location. This theme will educate and entertain Arab Emirates
To ensure consistency in the communication and blog articles and to facilitate the planning process, we suggest you present a your audiences, and will interest your international markets,
·· Why is there a lack of entrepreneurial spirit in Nigeria?
monthly theme. This theme will be a guideline for your blog articles, social media posts and newsletters. as well as your local ones.
·· The gender gap in businesses in Asia
·· The co-working phenomenon around the world
A) Issues and realities
·· Top 10 challenges of doing business in The Philippines

Let’s face it: just like any other types of business, family
businesses can have issues. This monthly content theme
will provide insights and how to solve and better deal with
these issues, by bringing a positive approach into the matter.
The monthly issue will be the same as the “monthly theme”
chosen by the team.
Examples: ·· The import/export challenges of Morocco
·· Money issues—How to turn pennies into gold
·· Family issues—When Thanksgiving dinners turn into
business deals METRICS
·· Power issues—How to be a good father and a good
The evolution of these indicators from the moment the content strategy is deployed will allow the results to be analyzed and the
boss—at the same time
objectives to be monitored. Here are the performance metrics that can be measured:

B) Inspiring stories ·· The increase in the number of subscribers to the newsletter

Who doesn’t like an inspiring real-life story? This content
theme will be thought-provoking, and will provide inspiring
realities of family businesses. The story of the month will go
hand-in-hand with the monthly theme, by subtly introducing
it as the core of the story. Although these articles require
research, you can benefit from the help of families in your
community or collaborators, which will bring added value to
your stories.
Examples:
·· Success in succession: when a woman becomes in charge
of Logistec (growth)
·· Triton prints: the new generation is making its mark
(succession)
·· The sweet success story of Mars (money)
·· The increase in the number of social media subscribers, the reach of posts and the engagement
·· The conversion of visitors from social networks to the website
·· The visibility BFF gets from other influencers and blogs
·· The increase in the number of converted users, from freemium to premium
Using Google Analytics:
·· The increase in the number of monthly visitors to the website and the number of visits to targeted pages
·· The increase in the duration of a user’s session (current average: 1 min 26 sec)
·· The increase in page views / session (current average: 1.85)
·· A decrease in % of bounce rate (current: 67%)

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APPENDIX 2
Personal Development
Satisfaction with the intrapreneur experience (out of 10), on average
Skill 1 (% of respondents)
Skill 2 (% of respondents)
Skills acquired or developed since the beginning of the
Skill 3 (% of respondents)
experience (top 5)
Skill 4 (% of respondents)
SELECTIVE SCALING OF PROGRAMS: INTRAPRENEURSHIP BAROMETER Skill 5 (% of respondents)
Yes
Better understanding of the business world Prior understanding (out of 10)
After 24 months of delivering a blended learning program, the time has come to understand Current understanding (out of 10)

and structure the progress and development of intraprises that were developed in our program. Yes
Better able to ensure succession Prior ability (out of 10)
Together with Deloitte, metrics have been defined to assess the progress of the 40 projects that Current ability (out of 10)
went through the program.
Relationship with Parent Company
Development Milestones Parent company’s share of the intraprise’s debt, on average

Milestones Reached Raised Funds Set Up Company Created Advisory Board Completed MVP Made First Sale Achieved Sustainability Parent company’s share of the intraprise’s capital, on average
% of companies Intraprise’s contribution to the parent company’s revenues, on average
Resource 1 (% of respondents)
Key Indicators Resources contributed by the parent company (top 3) Resource 2 (% of respondents)
Forecasts of Intraprises 2018 2019 2020 Resource 3 (% of respondents)
Projected growth, on average Better understanding of the challenges facing the Before (out of 10)
Job creation, in total parent company After (out of 10)
Executive
Nature of jobs to be created (top 3)
Employee
Current role of the mentor
Advisor
Current Status of Intraprises Absent
Percentage of companies having changed their business model
Revised target
Revenue model Relationship with Ecosystem
Nature of changes made
Product/service offered Percentage of intraprises with a board of directors
Other Number of board members, on average
Family
Percentage of intraprises with an advisory committee
Bank
Number of advisory committee members, on average
Sources of financing Private
Personal Family
Other Partner
Origin of committee or board members
Number of fundraising rounds completed, on average Investor
Percentage of needs covered by fundraising, on average
Other
Intrapreneur
Type 1 (% of respondents)
Majority shareholder Parent Company
Other Key partners (top 3) Type 2 (% of respondents)
Intrapreneur Type 3 (% of respondents)
Chief decision-maker Parent company Total
Other Number of employees in intraprises
Average
Growth over last 12 months, on average
< 100,000 CAD
100,000–250,000 CAD Obstacles and Difficulties
Sales over last 12 months 250,000–500,000 CAD
500,000–1,000,000 CAD
> 1,000,000 CAD Major Obstacles Encountered
% of sales target reached, on average Type 1 (% of respondents)
< 3 months Type 2 (% of respondents)
3–6 months
Type 3 (% of respondents)
Estimated time to reach financial equilibrium 6–12 months
12–24 months Type 4 (% of respondents)
> 24 months Type 5 (% of respondents)

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APPENDIX 3
PROACTIVITY IN DELIVERY PARTNERS:
PARTNERSHIPS FRAMEWORK

Over and beyond the long-time standing Family Business centers that use the BFF thought
leadership content (models, framework, mini cases, testimonials, video cases…), BFF firmly believes
that co-creation is the way to go, sourcing the best of breed. In the past our delivery partners
have included universities, such as the Tecnológico de Monterrey in Mexico and SMU in Singapore,
and financial institutions that have commissioned content from us, like the Royal Bank of Canada
and CDPQ.

BFF will distribute its new collection of blended learning programs through its historic partners (i.e. Monterrey Tech,
training the facilitators with tutorials developed to that effect. Selected partnerships will be reinstated (i.e. Deloitte) to
provide quality expertise in different fields to our programs participating families.

BFF will be looking at developing additional relevant targeted content with like minded organizations such as partaking in
research on Family purpose with Stanford University, digging into family governance best practises with Rotman School of
Management to name a few.

Partnering with the Summit of Minds. The top level gathering combining hard thinking and learning with mindfulness and
discovery, to make sure entrepreneurial families are always given a voice in relevant “think tanks.”

Or with FBN-International, the largest Family business network in the world to help craft a strong learning agenda,
leveraging the technology and content developed by BFF, experiencing program co-development (i.e. Intrapreneurship with
FBN-USA).

Teaming up the Family Matters Forum with Family Exchange Symposium (FEX), or other Family Business associations
when appropriate.

Potential delivery partners in the future could additionally include YPO, FBN and the League of Intrapreneurs, to name just
a few.

OUR MODEL

+ +
Annual
Set-up Minimum
Licensing
Fee Royalties
Fee

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APPENDIX 4
FINANCIAL DISCIPLINE AND SUSTAINABILITY:
BOARD SKILLS SUSTAINABILITY

Business Families Foundation governance aims to be transparent, efficient and to involve

families invested in learning from around the world. To achieve this, the organization will
assess current strengths of the board, evaluate the additional talents needed and engage with
potential directors.

■ Expert ■ Expert
BOARD COMPOSITION ■ Strong BOARD COMPOSITION ■ Strong
Male ■ Basic Board Cluster Group ■ Basic
Female Governance
Hard Skills Finance
Administration Strategic / Partnerships
Finance Programming
Fund Raising Location
Legal North America
Strategic Planning South America
Convention Planning Europe
Education / Training Africa
Government Relations Asia
Marketing Australia
Program Development

Management Financial sustainability

Written / (PR) The organization’s financial sustainability will be reached thanks to commissioned content from renowned institutions such
as CDPQ and RBC for Intrapreneurship. BFF is aiming to have approximately 50% of our resources provided by likeminded
Soft Skills organizations that have entrepreneurial families sustainability at heart, understand the “Chatham House rules” and respect the BFF
non‑solicitation policy.
Communication Skills

Leadership Skills

Problem-solving

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APPENDIX 5 QUARTER 2 (APRIL–JUNE) – 2019
Theme: Intrapreneurship in the Family Business
The theme for the 2nd quarter of 2019 focuses on intrapreneurship in Family Businesses and how Next Generation leaders have
begun taking their family businesses in new directions all the while honouring, and building upon, the existing legacy. Our speakers
will share their experiences with intrapreneurship and provide insights and tips on how to navigate the internal and external
THOUGHT PROVOCATEUR FOR FAMILY ENTERPRISES: demands of innovation and intrapreneurship in family businesses. Specific topics that we would like to feature, as well as the
BFF LIVE WEBINARS proposed format are below.

Date Suggested Topics Speaker

Business Families Foundation will continue to be the thought leader it has been since inception by
April 17 My Journey: Leveraging the Resources of the Family Business Jean-Philippe Gagnon
producing the webinar series with a different perspective, BFF live: Families talking to families.
May 15 Innovation & Environmental Sustainability Mark Rose & Annette Sauder
We will be developing a series of talks. More specifically, we will be launching a Webinar series aimed at the Next Gen and
presenting Next Gen members of our Board of Directors and other friends of BFF. We believe that this initiative, to be launched in June 12 Building Your Intrapreneurial Brand Jason Frohlich
January 2019, will help create more of a community of Next Gen, providing a more personal experience and a platform to engage
and ask specific questions. The Webinar approach is divided into quarterly themes with each speaker taking a different subject
within the general theme.
QUARTER 3 (JULY–SEPTEMBER) – 2019
Format:
·· 20–30 min Webinars
Theme: From the Frontlines of Family Bus. Research
The theme for the 3rd quarter of 2019 focuses on hearing from Academics and research leaders in the field of Family Business.
·· Recurring on a monthly basis
Particular focus will be paid to new research pertaining to NxG leadership and roles in the family business system and what can
·· Featuring a Next Gen Member and BFF Moderator they do to effectively lead the family business going forward. What can be learned from current research and how can this help
·· 5-minute highlight video to be posted on social media platforms 48hours after the Webinar has concluded Next Gen leaders of tomorrow. Specific topics that we would like to feature, as well as the proposed format are below.

Date Suggested Topics Speaker

QUARTER 1 (JANUARY–MARCH) – 2019 July 17 C-Suite Hardware with F-Suite Software Justin Craig

Theme: Next Generation Family Leadership August 14 Organizational Regeneration in Family Businesses Peter Vogel
The theme for the 1st quarter of 2019 focuses on Next Generation Leadership in Family Businesses and how they can begin to lead September 18 Governance Among the Next Gen Peter Jaskiewicz
their family in all three circles, through orthodox and unorthodox strategies. The style of leadership in family businesses is very
likely due to change with more Next Gen taking the mantle in the coming years both within the family businesses system and how
families invest but also with regards to Philanthropy and giving back. Specific topics that we would like to feature, as well as the
proposed format are below.
QUARTER 4 (OCTOBER–DECEMBER) – 2019
Date Suggested Topics Speaker Theme: Becoming Your Family’s Learning Champion
The theme for the 4th quarter of 2019 focuses on becoming the Learning Champion in your family. These discussions will focus on
January 16 Setting Goals and Not Being Afraid to Fail Sach Chandaria
how Next Generation leadership can pioneer collective family learning activities and experience that benefit past, present and
February 13 Philanthropy and Giving Back Among Next Gens Sumitra Aswani future generations. Specific topics that we would like to feature, as well as the proposed format are below.

March 13 Leading Investments as an In-Law Alex Adelaar Date Suggested Topics Speaker

October 16 Becoming Your Family’s Champion Veronica Maldonado

November 13 Cultivating Long-Lasting Family Relationships Margaret-Jean Mannix

December 11 Your Family Business and the Local Community Aaron Gillespie

24 S T R AT E G I C P L A N 2 0 1 9 –2 0 2 3   |  2 5
APPENDIX 6 CATEGORIES
1. Family Governance Family Governance refers to the structures and processes families
use to organize themselves and guide their relationship with their
PROVISION OF GROUND-BREAKING MEASUREMENT AND BENCHMARKING TOOLS: enterprise.

F CORP FAMILY BUSINESS ONLINE ASSESSMENT TOOL

2. Family Learning Family Learning refers to analysis of methods and effectiveness of
the governance structures (or absence thereof) used to guide the
Creating a inimitable Learning Family assessment tool (F corp) to become the benchmark of what enterprise and relationships within the enterprise.

is needed for a learning family to succeed over time will be the key project developed by our
3. Family Vision and Values* Family Vision and Values refers to long-term enterprise planning,
organization during our mandate.
alignment of vision statements to business objectives, and
Participants respond to a maximum of 15 questions in six distinct categories. Tool will have functionality to enable participants management of individual expectations around key aspects of
to use their results for practical application in their enterprises. Functionality to enable BFF to gather, analyze and create unique the enterprise.
intelligence, present findings and build new courses.
4. Family Purpose and Goals* Family Purpose and Goals refers to levels of involvement and
Benefits for survey participants personal satisfaction from family shareholders. This category seeks to
Tool is a concise and anonymous method of self-discovery for survey participants discover whether specific strategies, asset management for example,
seeking more effective roles as leaders in their enterprises. are aligned to family values.

Benefits for BFF

5. Family Relationships Family Relationships refers to conflict from perceived inequities
Effective avenue to collect, analyze and present findings for practical application in among family members, challenges faced by sibling teams, large
the success of family businesses and creation of future BFF services, courses, etc. groups of shareholders, etc. This category seeks to discover how
relationships can be protected without sacrificing enterprise growth.
Participant profiles
Survey participants complete assessment anonymously. Generational and other non- 6. Family in the Business Family in the Business refers to specific and practical concepts such
invasive demographic information may be sought (e.g., age, job title) at beginning or as business continuity and transitions (succession), eligibility to work
end of assessment to qualify participants and ensure uniformity of data collection/ in the family enterprise, performance and compensation issues,
assessment. among others.

7. Family Wealth (to be confirmed as a category)

HELPFUL TABS
1. Glossary 2. Explain this… 3. Feedback
A concise glossary of explanatory terms A detailed paragraph to assist survey A feedback field will enable survey
(e.g., Governance) will appear as a tab. participants will appear as a tab. participants to comment on questions.

*The concepts family values, family vision, family purpose and family goals share common ground. Within the context of ensuring a family’s vision
is achieved, the notions of management of individual expectations around growth, risk, liquidity, profitability, etc. may fall into both Category 3 and
Category 4. As such, Categories 3 and 4 may be combined.

26 S T R AT E G I C P L A N 2 0 1 9 –2 0 2 3   |  2 7
BUSINESS FAMILIES FOUNDATION
3 Place Ville Marie, Office 12350
Montreal, QC H3B 0E7
www.businessfamilies.org

INTRAPRENEURIAL INITIATIVE
www.intrapreneurialinitiative.org (English)
www.intrapreneuriat.org (French)

WOMEN IN ENTERPRISING FAMILIES INITIATIVE

www.weficommunity.org