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General results Global result

Between 1 and 2.99 = Low. Between 3 and 4.29 = Medium. Between 4.3 and 5 = High.

STRATEGY LEADERSHIP INNOVATION INSTITUTONALIZATION CONTINUITY

Result 2 Result 3.15 Result 2.69 Result 2.85 Result 2.31

Means ... Means ... Means ... Means ... Means ...

The family business
does not have a strategy,
or it has a strategy that
has had a negative
impact on the
organization.
The business model is
not clearly defined and
is not understood by
those in middle
management.
There is effectively no
strategic plan.
The leadership of the
family business has had
some degree of positive
impact on the growth of
the company.
There is a somewhat
proactive style of
leadership, but it is
focused either on
people or on results.
Leadership tends to
favor control rather than
freedom in
decision-making. There
is some teamwork but
not very much
recognition.
The family business
does not encourage
innovation and this has
had a negative impact
on the goals of
organization.
The business does not
encourage the
generation of new ideas
and there is no concern
for quality and
continuous
improvement.
There is very little
enterprise focus in the
family business and it
fails to take advantage of
opportunities that arise
and it tends not to be
competitively
aggressive.
The family business
does not have any
administrative bodies
(family, company,
management boards).
Positions at various
levels of the business
are for the most part not
filled by people who are
fully able to do the job.
There are no
administration systems
and there is no
information technology
in place to enable the
family business to be
administered efficiently.
The family business
does not have plans,
regulations, and
competitive resources
to be able to sustain
itself in the future.
Most likely there is no
plan of succession and
no process of
knowledge
administration and
transfer between
generations. The
addition and integration
of new generations has
not been good for the
company growth.
Communication and
teamwork between
various members of the
family tends to be poor.

"Elaborado por Fernando Sandoval Arzaga Ph.D. Director del Centro Internacional de Familias Emprendedoras,Tecnológico de
©Fernando Sandoval Arzaga
Monterrey, Campus Estado de México" Contacto: fsandoval@itesm.mx y ferkusan@gmail.com
 Questionnaire

STRATEGY
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Is the business model of the company set out in the mind of the director or in writing?
2.1 1
To what degree is the business model of the company understood by those in middle management?
2.2 3
To what degree is the company?s strategy focused on low costs or on innovation?
2.3 1
Is your strategic plan focused on achieving short-term objectives or short-term objectives?
2.4 3
Was the strategic plan drawn up with a focus on a formal methodology or an informal one?
2.5 2
In the creation of your strategic plan, did you make use of your own internal analytical tools or did you use
2.6 1
analytical external?
How beneficial has it been for your company to have developed a strategic plan?
2.7 3
Is your operational / commercial plan in line with your strategic plan?
2.8 3
Are you carrying out a continuous evaluation of the fulfillment your strategic plan?
2.9 3
Do the indicators of your strategic plan include the following four perspectives: financial, market,
2.10 3
operations, and human capital?
Is your strategic plan updated once a year or once every five years?
2.11 1
When you have reviewed the strategy of your business, has this brought about a strengthening in your
2.12 1
business model of a change?
Have changes in your business model been by necessity or in order to take advantage of an opportunity?
2.13 1

LEADERSHIP
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Is the leadership style focused as much on the completion of tasks as on people?s satisfaction?
3.1 3
Is the motivation of personnel based more on control techniques or on inspiration?
3.2 1
Are those in middle management aware that they need to show leadership for their people?
3.3 3
Is recognition of achievements generally given more for individual effort or for group effort?
3.4 3
How beneficial has it been for the company to train and develop its personnel?
3.5 4
In general, is decision-making carried out by the highest authority or by consensus?
3.6 3
In middle management and supervisory levels, is there a lot of freedom to make decisions or little?
3.7 2
At the executive level, is there a lot of freedom to make decisions or little?
3.8 4
In a crisis situation are decisions making by just one person or by a team?
3.9 4
With important decisions, are experience and intuition taken into consideration as much as the analysis of
3.10 3
data and information?
Is top management proactive in taking action?
3.11 3
Has the company?s leadership had a positive impact on the growth of the business?
3.12 4
In decision-making, are social responsibility and respect for people?s dignity taken into consideration?
3.13 4

©Fernando Sandoval Arzaga

INNOVATION
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Does the company display a high level of innovation in its products or services?
4.1 2
Does the company display a high level of innovation in its processes?
4.2 3
Is there is a constant concern for quality and continuous improvement?
4.3 4
Is the company aggressive, in a competitive sense?
4.4 2
Generally speaking, does the company take advantage of new business opportunities?
4.5 3
Does the company encourage the generation of new ideas?
4.6 3
Are new ideas adopted by the company?
4.7 3
Has the company invested in the creation of new businesses of the next generation?
4.8 3
Does the company take advantage of the social capital that upper management and members of the family
4.9 3
have established in order to create new business?
Has the company set up systems of continuous improvement, for example, techniques and tools such as
4.10 3
Kaizen or Six Sigma?
Are there any established rewards (prizes, recognition, bonuses) for employees who come up with
4.11 2
innovations within the company?
Is the portion of the budget that is assigned to innovation greater than 5%?
4.12 1
Have innovation and the generation of ideas had a positive impact on the growth of the company?
4.13 3

INSTITUTONALIZATION
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

How informal or formal is the Board of Directors in your company?

5.1 4
Does the Board of Directors in your company work well?
5.2 4
How informal or formal is the Family Council in your company?
5.3 2
Does the Family Council in your company work well?
5.4 3
How informal or formal is the management committee in your company?
5.5 3
Does the management committee in your company work well?
5.6 3
In your company, in general, do those in executive positions have the necessary ability and experience to do
5.7 3
their jobs?
In your company, in general, do those in middle management and supervision positions have the necessary
5.8 3
ability and experience to do their jobs?
Does your company have integrated information systems (ERP, SAP, MCR, etc.) to facilitate the control use of
5.9 3
information?
How formalized is your organization in terms of written rules, policies, and procedures?
5.10 2
How formalized is your organization in terms of written rules, policies, and procedures?
5.11 2
Is there an efficient means of communication between the Family Board and the Board of Directors?
5.12 2
The creation of governing bodies (boards) had a positive impact on the growth of the company?
5.13 3

©Fernando Sandoval Arzaga

CONTINUITY
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Is there a formal plan of succession for the family business?

6.1 2
Is there a shared vision regarding the future of the family business?
6.2 2
Can members of the family communicate with each other effectively?
6.3 2
Do you take any measures to involve potential successors and to share knowledge between generations (for
6.4 2
example, master-apprentice relationships, storytelling, summer vacation jobs, etc.)?
Can members of the family work harmoniously as a team?
6.5 3
Are there family mechanisms and policies for dealing with family matters that are related to the company?
6.6 2
Have the family?s values and beliefs had an impact on the development and growth of the company?
6.7 3
Is there a plan in the future for the senior generations after their retirement or a new role within the
6.8 2
company?
Are the criteria for the transfer of capital (stock) within the company well defined?
6.9 2
Has the addition and integration of new generations had a positive impact on the growth of the company?
6.10 2
Are there mechanisms in place for the resolution conflicts between family members?
6.11 2
Has the prestige (reputation) of the family had a positive impact on the growth of the company?
6.12 4
Has the succession process resulted in a transfer of stock or a redistribution stock?
6.13 2

©Fernando Sandoval Arzaga