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Family business protocols

Family protocols are a fundamental tool for preserving harmony between family and business, as they establish clear rules regarding family member participation, decision-making, succession, conflict resolution, and the integration of new generations. By defining these guidelines in advance, differences in opinion are reduced, and personal matters are prevented from affecting the company’s operation and growth.

Why is it necessary?

Family protocols are necessary because they establish clear rules that regulate the relationship between the family, ownership, and the company, preventing conflicts, facilitating decision-making, and ensuring orderly processes of succession and business continuity. Furthermore, they promote professionalization, strengthen corporate governance, and align the interests of different generations, increasing the chances of preserving both family assets and the long-term viability and growth of the company.

Our difference: the firm’s partners serve as advisors to various companies.

Success stories: we currently advise Proce Travel, Original Resorts, Farmacias Similares, and Atelier, among other groups.

Scope

Delivery of the family protocol in accordance with each company’s organizational structure.

Related Consultants

Alejandro A. Arvizu Contreras

Alejandro A. Arvizu Contreras

Corporate Governance and Financial Audit

Frequently Asked Questions

Because they anticipate and organize the rules of coexistence between the family and the company before conflicts arise. A protocol defines how decisions are made, how new generations are integrated, and how differences are resolved, preventing personal matters from affecting the business’s operation and continuity.
Clear rules for participation and succession, conflict prevention, more agile decision-making processes, professionalization of management, and an orderly transition between generations. Together, they protect both family assets and the long-term viability and growth of the company.
It is recommended to review them at least every two or three years, and whenever a relevant change occurs in the family or the company—such as the integration of new generations, changes in ownership, succession processes, or significant business growth—to keep them current and aligned with the organization’s reality.