investing in transition planning to keep wealth in the family: interview with: leslie voth - elite...

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Investing in Transition Planning to Interview with: Leslie Voth, President, Pitcairn Planning for and embracing generational change is a key element of a successful family office business model, says Leslie Voth, President of Pitcairn. Family offices, whose operating policies and practices remain static year after year, risk losing their ability to optimise results for future generations of family members. Voth added that transitioning private wealth requires clear purpose, a willingness to engage helpful resources as necessary, and communications geared to the unique needs of each generation. Increasingly, we are learning that effective communication makes for a superior private wealth strategy. A speaker at the marcus evans Elite Summit 2012 , in Montreux, Switzerland, 28 - 30 November, Voth shares her unique insights into how family offices can manage talent and encourage their next generation leaders to derive the best financial results and returns for the family. Why is succession planning essential for family offices? Recent surveys have shown that succession issues and continuity planning are leading topics concerning families. But effective succession takes a number of years to be realised because the next potential generation of leaders has to be identified and developed. They must understand the need for more flexible planning. Senior talent currently in an office may be conflicted if they do not see the risk of not dealing with talent issues before they become problems. Continuity can only be established with planning and expert advice. When there is no comprehensive plan for the transition process, the experience can be traumatic and family relationships may be strained. An ideal way to tackle this problem is for the family and the compensation committee to create a succession planning document, stating every position to be taken in the event of certain circumstances. The document can be updated every other year to reflect necessary changes. Transition is never considered to be simple. How can family offices ease the process? In times of transition, families especially require good planning. Family offices can bring in resources to resolve any issue and designate teams to work on the plan. Once a plan is in place, a governance structure should be formed to support the next generation and committees established to communicate the plan to the next generation and educate its members about it. Financial goals need to be established for outstanding financial results to be achieved. Communicating the transition plan is critical. Family offices should make suggestions on how best the plan can be communicated to the family. Good communication always helps build stronger family relationships. How should family offices manage their talent? Family offices need to implement a dynamic leadership style and empower employees to be more responsive to making decisions without prior approval. This cultural change is needed because new, younger generations have to be communicated with in a different way. They want the decision process to be more transparent. If this is not a priority, the most current, competent and talented professionals will not be attracted and the best investment results will not be achieved. Is there any further advice you would like to share with family office directors? Understanding individual family principles and very close collaboration are essential to the decision-making process. The very specific, individualised needs and wants of the family should always be at the forefront of how the family office supports the family. Good communication always helps build stronger family relationships Keep Wealth in the Family

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Page 1: Investing in Transition Planning to Keep Wealth in the Family: Interview with: Leslie Voth - Elite Summit

Investing in Transition Planning to

Interview with: Leslie Voth,

President, Pitcairn

Planning for and embracing generational

change is a key element of a successful

family office business model, says Leslie

Voth, President of Pitcairn. Family

offices, whose operating policies and

practices remain static year after year,

risk losing their ability to optimise

results for future generations of family

members.

Voth added that transitioning private

wealth requires clear purpose, a

willingness to engage helpful resources

as necessary, and communications

geared to the unique needs of each

generation. Increasingly, we are

learning that effective communication

makes for a superior private wealth

strategy.

A speaker at the marcus evans Elite

Summit 2012 , i n Mont reux ,

Switzerland, 28 - 30 November, Voth

shares her unique insights into how

family offices can manage talent and

encourage their next generation leaders

to derive the best financial results and

returns for the family.

Why is succession planning

essential for family offices?

Recent surveys have shown that

succession issues and continuity

planning are leading topics concerning

families. But effective succession takes

a number of years to be realised

because the next potential generation of

leaders has to be identified and

developed. They must understand the

need for more flexible planning. Senior

talent currently in an office may be

conflicted if they do not see the risk of

not dealing with talent issues before

they become problems. Continuity can

only be established with planning and

expert advice.

When there is no comprehensive plan

for the transition process, the

experience can be traumatic and family

relationships may be strained. An ideal

way to tackle this problem is for the

family and the compensation committee

to create a succession planning

document, stating every position to be

taken in the event of certain

circumstances. The document can be

updated every other year to reflect

necessary changes.

Transition is never considered to be

simple. How can family offices ease

the process?

In times of transition, families especially

require good planning. Family offices

can bring in resources to resolve any

issue and designate teams to work on

the plan. Once a plan is in place, a

governance structure should be formed

to support the next generation and

committees established to communicate

the plan to the next generation and

educate its members about it. Financial

goals need to be established for

outstanding financial results to be

achieved.

Communicating the transition plan is

critical. Family offices should make

suggestions on how best the plan can

be communicated to the family. Good

communication always helps build

stronger family relationships.

How should family offices manage

their talent?

Family offices need to implement a

dynamic leadership style and empower

employees to be more responsive to

making decisions without prior approval.

This cultural change is needed because

new, younger generations have to be

communicated with in a different way.

They want the decision process to be

more transparent. If this is not a

priority, the most current, competent

and talented professionals will not be

attracted and the best investment

results will not be achieved.

Is there any further advice you

would like to share with family

office directors?

Understanding individual family

principles and very close collaboration

are essential to the decision-making

process. The very specific, individualised

needs and wants of the family should

always be at the forefront of how the

family office supports the family.

Good

communication

always

helps build

stronger

family

relationships

Keep Wealth in the Family

Page 2: Investing in Transition Planning to Keep Wealth in the Family: Interview with: Leslie Voth - Elite Summit

The Investment Network –

marcus evans Summits group

delivers peer-to-peer information

on strategic matters, professional

t r end s an d b r eak t h r ough

innovations.

Please note that the Summit is a

closed business event and the

number of participants strictly

limited.

About the Elite Summit 2012

This unique forum will take place at the Fairmont Le Montreux Palace, Montreux,

Switzerland, 28 - 30 November 2012. Offering much more than any conference,

seminar or trade show, this exclusive meeting will bring together esteemed thought

leaders in private wealth management and market leading asset and fund managers

for a highly focused and interactive networking event. The Summit includes

presentations on asset allocation trends, wealth transfer, streamlining tax

efficiencies and manager selection strategies.

www.elitesummit.com

Contact

Maria Gregoriou, Journalist, marcus evans, Summits Division

Tel: + 357 22 849 400

Email: [email protected]

For more information please send an email to [email protected]

All rights reserved. The above content may be republished or reproduced. Kindly

inform us by sending an email to [email protected]

About marcus evans Summits

marcus evans Summits are high level business forums for the world’s leading decision-makers to meet, learn and discuss

strategies and solutions. Held at exclusive locations around the world, these events provide attendees with a unique opportunity to

individually tailor their schedules of keynote presentations, think tanks, seminars and one-to-one business meetings.

For more information, please visit: www.marcusevans.com

Upcoming Events

Middle East Investments Summit - www.mei-summit.com

Private Wealth Management Summit (North America) - www.privatewealthsummit.com

Emerging Markets Investments Summit - www.emergingmarketsinvestmentssummit.com

To view the web version of this interview, please click here: www.elitesummit.com/LeslieVoth