Growth in family businesses?
Thinking Strategy; Empowering People

A family-owned firm shouldn't keep still to achieve unity. As a strategic consultant for family businesses, I assist my clients to improve both their business performances and their interpersonal communication patterns.
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Dr. Zipi Shperling
Dr. Zipi Shperling

About

Family enterprises are never boring. In fact, you might find in one family enterprise enough passion to sustain ten non-family firms. The challenge is to translate the unique assets of family business to a strategy, which enables growth and continuity.

This I realized while studying Clinical Organizational Psychology in INSEAD Business School, following an intensive career as a researcher of organizational strategy and innovation. Fascinating case studies, I encountered, concerning well-known family corporations, persuaded me to make family businesses my own business, henceforth.

Currently, I advise family businesses in Israel and abroad and continue to follow such firms as practitioner and scholar.

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Services

Strategy consulting: zooming in and zooming out

Formulating and implementing business strategy for the family firm to create growth, while considering both business and interpersonal aspects. The process relies on analysis of the firm's various assets as well as of its position in the market.

Establishing effective governance in the firm

Establishing and accompanying governance entities in the family firm, such as board of directors, advisory board, and a well-defined management chain, while addressing family interests and needs, to ensure professionalism, efficiency, and optimal implementation of business strategy.

Composing agreements to ensure continuity and stability

Translating the firm's vision, strategy and operation modes to various agreements, which clearly define its goals, its management structure, its decision-making mechanisms, and its capital distribution system, to meet current and long run business and family interests.

Transferring knowledge and promoting intergenerational learning

Promoting the transfer of relevant knowledge and skills from one generation to the next one, in the family firm, and equipping owners, directors, managers, and workers with professional tools fit for today's competitive and dynamic market.

Negotiation and communication training

Upgrading negotiation skills and communication patterns within the family firm and between firm members and external players. The services include counselling, conducting training sessions and workshops, and assisting in real-time negotiations: inside the firm and with outside players.

Developing business leadership and strategic approach

Improving leadership and strategy skills of owners, directors, managers, and employees in the organization. Through courses, lectures, workshops, and personal training, firm members acquire and exercise updated knowledge and tools in the field of leadership and strategy.

News

Course for directors in family businesses

Course for directors in family businesses

A new course held in The Interdisciplinary Center in Herzliya, in the 2017-2018 academic year, developed by Dr. Shperling, who serves as an academic director and one of the lecturers in the course.
The course equips current and potential directors in family firms with useful tools for success in the competitive global market.
Courses for Master's degree students

Courses for Master's degree students

Dr. Zipi Shperling teaches the following courses for Master's degree in The Academic College of Tel Aviv-Yaffo: Creating change through negotiation (a workshop); Business strategy; Managing family firms. The courses focus on up to date theories and tools relevant for creating growth and continuity in both non family and family firms.
Family Business Conference in Haifa

Family Business Conference in Haifa

Experts from different fields lectured in the conference (12.9.17) on challenges family firms face, concerning management and taxing. In her lecture, Dr. Shperling presented three case studies relating to well-known international family firms, to demonstrate professional measures family businesses take to achieve change and growth despite and due to their challenging nature.
Dr. Zipi Shperling in

Dr. Zipi Shperling in "The Marker" Magazine

The journalist Tali Heruti-Sover interviewed Dr. Shperling on tensions that might arise in family firms between family and business concerns. Dr. Shperling also analyzed the fascinating story of the Porsche company, and explained how the company succeeded to expand over the years, while preserving the unique value of the family brand.
A program of negotiation and leadership at Harvard

A program of negotiation and leadership at Harvard

In September 2017, Dr. Zipi Sperling participated in the prestigious "Leadership and Negotiations" program at Harvard University in the United States. The program is being taught by senior Harvard Business, Law and Public Policy lecturers in the form of lectures and workshops. The aim of the program is to present participants with an advanced toolbox in the field of negotiation and leadership, which will help them act as effective leaders in the organization.
Dr. Shperling on success in family businesses

Dr. Shperling on success in family businesses

In an interview for The Marker's Q magazine, by Shelly Appelberg, Dr. Shperling referred to new findings published by Credit Swiss, which show that family businesses outperform non-family businesses. These findings, argued Dr. Shperling, are in accordance with previous findings, which indicate the great potential of family businesses, if their assets are properly managed and utilized.

Blog

The founders who became directors
10.10.17

The founders who became directors

Efraim and Shlomo, two brothers in their 70'S, built their business empire from scratch and managed it as Co-CEOs for 40 years. At some point, Efraim declared he didn't want to be involved anymore in daily management.
Two CEOs; one leader
11.10.17

Two CEOs; one leader

Behind the scenes of the prosperous company run by the Brown brothers, prevailed hostility and tension, since Dave Brown had always felt inferior to his elder brother, Martin: the dominant figure both in business and family.
The art of selling a company
12.10.17

The art of selling a company

Alex was getting old and felt urged to sell parts of the family firm to prevent disputes among his children over firm's management. He believed he got some generous acquisition offers, but his son and daughter-in-law thought otherwise.

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Dr. Zipi Shperling
050-5272299
zipi@zipishperling.co.il
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