{"id":46089,"date":"2022-10-12T16:29:39","date_gmt":"2022-10-12T14:29:39","guid":{"rendered":"https:\/\/newserver.fyb.de\/study-family-businesses-neglect-digital-competence-in-supervisory-boards\/"},"modified":"2022-10-12T16:35:18","modified_gmt":"2022-10-12T14:35:18","slug":"study-family-businesses-neglect-digital-competence-in-supervisory-boards","status":"publish","type":"post","link":"https:\/\/www.fyb.de\/en\/study-family-businesses-neglect-digital-competence-in-supervisory-boards\/","title":{"rendered":"Study on family businesses: little digital competence on supervisory boards"},"content":{"rendered":"<p><strong>Munich \u2014 <\/strong>OMMAX, a leading digi\u00adtal consul\u00adtancy focu\u00adsing on invest\u00adment firms, mid-sized compa\u00adnies and corpo\u00adra\u00adti\u00adons, pres\u00adents the results of its latest study: 83 percent of the super\u00advi\u00adsory board members of German family-owned compa\u00adnies have no digi\u00adtal exper\u00adtise \u2014 only a one percen\u00adtage point impro\u00adve\u00adment on 2020. Of the 13.5 percent of new members elec\u00adted since 2020, only 24 percent are digi\u00adtally literate.<\/p>\n<p>The last two years of crisis and the tense econo\u00admic situa\u00adtion are incre\u00adasing the pres\u00adsure on compa\u00adnies to repo\u00adsi\u00adtion them\u00adsel\u00adves digi\u00adtally. This requi\u00adres advi\u00adsory boards to engage more actively with the topic of digi\u00adtal trans\u00adfor\u00adma\u00adtion in order to better steer compa\u00adnies and ensure the future viabi\u00adlity of the busi\u00adness model and long-term value crea\u00adtion. This is only possi\u00adble with the appro\u00adpriate digi\u00adtal compe\u00adtence. But even in 2022, 83 percent of current super\u00advi\u00adsory board members do not have the neces\u00adsary know\u00adledge and experience.<\/p>\n<p>On the occa\u00adsion of the study, 919 profiles of German super\u00advi\u00adsory board members of the 150 family-owned compa\u00adnies with the highest turno\u00adver were analy\u00adzed and exami\u00adned for digi\u00adtal compe\u00adtence, trans\u00adfor\u00adma\u00adtion expe\u00adri\u00adence in simi\u00adlar compa\u00adnies or a move from a leading tech\u00adno\u00adlogy company.<\/p>\n<p><strong>Conclu\u00adsion: Change is happe\u00adning too slowly<\/strong><\/p>\n<p>With an average age of 60, the super\u00advi\u00adsory boards of the compa\u00adnies exami\u00adned for the study are not digi\u00adtal nati\u00adves. This is also reflec\u00adted in their digi\u00adtal presence, as a full 37 percent of super\u00advi\u00adsory board members have none at all. Without being active on plat\u00adforms like Linke\u00addIn or Xing, many lack insight into the digi\u00adtal world and exch\u00adange on current topics and trends. This risks the long-term viabi\u00adlity of the compa\u00adnies and means that advi\u00adsory boards are not fulfil\u00adling their role and responsibility.<\/p>\n<p>A change ther\u00ade\u00adfore occurs prima\u00adrily through the elec\u00adtion of new Super\u00advi\u00adsory Board members. Since 2020, 13.5 percent new members have been elec\u00adted to the super\u00advi\u00adsory boards of the family busi\u00adnesses analy\u00adzed. Howe\u00adver, only 24 percent of them bring digi\u00adtal exper\u00adtise or trans\u00adfor\u00adma\u00adtion expe\u00adri\u00adence in simi\u00adlar compa\u00adnies or have previous expe\u00adri\u00adence in a leading tech\u00adno\u00adlogy company. As a result, the <strong>total<\/strong> number of members with the neces\u00adsary exper\u00adtise will be <strong>17 percent in 2022<\/strong> \u2014 just one percen\u00adtage point more than in&nbsp;2020.<\/p>\n<p>\u201cThe results are drama\u00adtic,\u201d says <strong>Dr. Stefan Sambol, Part\u00adner and Co-Foun\u00adder at OMMAX<\/strong>. \u201cThe change we have seen over the last two years is still happe\u00adning far too slowly. Owner fami\u00adlies must finally wake up and act. One reason for this is that super\u00advi\u00adsory board members are often selec\u00adted less for their compe\u00adten\u00adcies than for how close they are to a company or the owners.\u201d<strong> <\/strong><\/p>\n<p><strong>Pioneers score with advan\u00adced gene\u00adra\u00adtion change<\/strong><\/p>\n<p>Change is not progres\u00adsing so slowly in all family busi\u00adnesses. OMMAX has compi\u00adled the top ten compa\u00adnies that have the grea\u00adtest digi\u00adtal exper\u00adtise.  <strong>OTTO, Haniel, Bertels\u00admann, Vorwerk, Axel Sprin\u00adger, Gies\u00adecke &amp; Devri\u00adent, VOITH, SCHWARZ, Bechtle <\/strong>and<strong> BMW<\/strong> made it into the ranking. Here, an average of four members on the super\u00advi\u00adsory boards have exten\u00adsive digi\u00adtal exper\u00adtise. This means that the propor\u00adtion of members with digi\u00adtal exper\u00adtise is above average at more than 20 percent. In addi\u00adtion, the next gene\u00adra\u00adtion of owners is heavily invol\u00adved in these compa\u00adnies and many of the super\u00advi\u00adsory board members have expe\u00adri\u00adence as entrepreneurs.<\/p>\n<p>The worl\u00add\u2019s first profes\u00adsor of global family offices, Prof. Dr. Marc-Michael Berg\u00adfeld, sees the oppor\u00adtu\u00adni\u00adties in the gene\u00adra\u00adtio\u00adnal change. \u201cOwners need to get the next gene\u00adra\u00adtion on board now to help bridge the know\u00adledge gaps between gene\u00adra\u00adti\u00adons,\u201d Berg\u00adfeld said. \u201cThis gene\u00adra\u00adtion needs to drive the issue or they risk the viabi\u00adlity of the busi\u00adness models.\u201d<\/p>\n<p><strong>Exter\u00adnal exper\u00adtise enables digi\u00adtal initia\u00adti\u00adves in the portfolio<\/strong><\/p>\n<p>Good examp\u00adles of how family busi\u00adnesses are tack\u00adling digi\u00adtiza\u00adtion can be found in the private equity sector. Compa\u00adnies such as KKR or Advent Inter\u00adna\u00adtio\u00adnal have hired indi\u00advi\u00addu\u00adals from Google, Amazon or Micro\u00adsoft with more than five years of expe\u00adri\u00adence on the owner\u00adship side. In so-called digi\u00adtal value crea\u00adtion teams, they drive digi\u00adtal initia\u00adti\u00adves in the port\u00adfo\u00adlio with exter\u00adnal part\u00adners to sustain\u00adably increase the value of the compa\u00adnies. Owner fami\u00adlies can take a cue from this and should restruc\u00adture their family office and also bring in exter\u00adnal digi\u00adtal exper\u00adtise to profes\u00adsio\u00adna\u00adlize funds in the area of digi\u00adtiza\u00adtion and better manage the port\u00adfo\u00adlio companies.<\/p>\n<p><strong>About OMMAX \u2014 Buil\u00adding digi\u00adtal leaders<\/strong><\/p>\n<p>OMMAX is a fast-growing Euro\u00adpean consul\u00adtancy specia\u00adli\u00adzing in digi\u00adtal M&amp;A tran\u00adsac\u00adtions, stra\u00adtegy consul\u00adting and sustainable digi\u00adtal value crea\u00adtion. In the last ten years, OMMAX has supported more than 200 M&amp;A tran\u00adsac\u00adtions with a tran\u00adsac\u00adtion value of over \u20ac15 billion and more than 800 inter\u00adna\u00adtio\u00adnal value crea\u00adtion projects in the areas of digi\u00adtal stra\u00adtegy, opera\u00adtio\u00adnal excel\u00adlence, advan\u00adced data analy\u00adtics, tech and auto\u00adma\u00adtion for leading private equity firms and mid-market compa\u00adnies. As a pioneer in holi\u00adstic data-driven stra\u00adtegy consul\u00adting combi\u00adned with end-to-end imple\u00admen\u00adta\u00adtion of digi\u00adtal solu\u00adti\u00adons, OMMAX is the leading consul\u00adting firm for the Euro\u00adpean private equity and mid-market sectors \u2014 both for buil\u00adding and on imple\u00admen\u00adting digi\u00adtal solu\u00adti\u00adons.<a href=\"http:\/\/www.ommax-digital.com\">  www.ommax-digital.com<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Munich \u2014 OMMAX, a leading digi\u00adtal consul\u00adtancy focu\u00adsing on invest\u00adment firms, mid-sized compa\u00adnies and corpo\u00adra\u00adti\u00adons, pres\u00adents the results of its latest study: 83 percent of the super\u00advi\u00adsory board members of German family-owned compa\u00adnies have no digi\u00adtal exper\u00adtise \u2014 only a one percen\u00adtage point impro\u00adve\u00adment on 2020. Of the 13.5 percent of new members elec\u00adted&nbsp;since&nbsp;[\u2026]<\/p>\n","protected":false},"author":2,"featured_media":46093,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"wp_typography_post_enhancements_disabled":false,"footnotes":""},"categories":[886,1364,1366,1372,1378],"tags":[],"class_list":["post-46089","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-general-en","category-featured-en","category-news-en","category-consultant","category-management-consultant-investor-relations"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v25.1 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Study on family businesses: little digital competence on supervisory boards - FYB Financial Yearbook<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.fyb.de\/en\/study-family-businesses-neglect-digital-competence-in-supervisory-boards\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Study on family businesses: little digital competence on supervisory boards - FYB Financial Yearbook\" \/>\n<meta property=\"og:description\" content=\"Munich \u2014 OMMAX, a leading digi\u00adtal consul\u00adtancy focu\u00adsing on invest\u00adment firms, mid-sized compa\u00adnies and corpo\u00adra\u00adti\u00adons, pres\u00adents the results of its latest study: 83 percent of the super\u00advi\u00adsory board members of German family-owned compa\u00adnies have no digi\u00adtal exper\u00adtise \u2014 only a one percen\u00adtage point impro\u00adve\u00adment on 2020. 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