Networks around YVVAN
Because we work as professionals with our clients on specific solutions, new ideas often arise. Some of these ideas are so innovative that they are useful for other organizations too. Then we transform them into a value proposition that we introduce as a brand in the marketplace.
Familie succession (2007)
The Family Succession counselors have developed an approach to enable predecessor and their successors to successfully manage the dynamics of the succession process, thereby safeguarding the continuity of the company and at the same time strengthening the family relationships. The approach is distinguished by improving the quality of mutual relationships and allowing people in family and the company to actually engage in dialogue with each other. Roles and responsibilities are made clear, rules and regulations are agreed and from there on content and structure is given to the succession process.
They teach families the art of recognizing potential dilemmas of succession in time, lead them together in the right direction and work towards shared solutions. Everyone’s interests and needs are taken into account. They take a holistic approach where the family system and that of the company are guided as a whole. Through an interdisciplinary approach, business economics and social-emotional knowledge and experience are connected.
IFMS in the Medical Department (2010)
IFMS stands for Individual Functioning Medical Specialists.
IFMS is focused on improving the professional conduct of medical specialists. Oosterom & Partners offers an effective alternative: IFMS in the Medical Department. Leo Oosterom is the founder and initiator of this. Together with Antoinette Niessen and Gérard Lentz he has further developed it. The vision is that effective communication in the department in which medical specialists give each other feedback, supported by feedback from the work environment (multisource), is crucial for good patient care. That is the purpose IFMS in the Medical Department. The direct feedback to one and other with external professional guidance is not found in the bilateral system of the Order of Medical Specialists (OMS). In other methods, such as intervision, case discussions are held, but feedback from the working environment is absent. IFMS in the Medical Department fulfills the quality requirements set by the Dutch OMS, IGZ and NIAZ.
The New Tradition (2014)
Family Succession as a private company has been a member of The New Tradition since 2014. A cooperative between Family Succession (Gérard Lentz), Family, Talent & Company (Jeannette van den Ingh) and Family Management (Kees Burghgraef).
The learning programs stimulate personal growth, leadership development and mutual cooperation for:
The family table meetings make it possible to have a dialogue about issues that are not easily discussed in the family. Families are thus encouraged to be aware of the familys’ culture and how to make it manageable.
As soon as there are issues around succession of ownership, control and leadership, an imbalance can arise in the interests and needs of all those involved.
The approach to family succession is interdisciplinary, it offers both generations their own counselor is necessary, ensures content and structure in the process, takes into account the interests and needs of all those involved and teaches the stakeholders to recognize and deal with dilemmas in time.
The next generation is then able to grasp that which is not yet theirs and the current generation has the confidence to make way without losing contact.
When during the transition of leadership it appears that temporary extra competences are needed at board level than we have a excellent network of highly competent professionals who as supervisor or co-director can provide reinforcement so that the next generation can proceed in time.
The Glass Elephant (2015)
In the spring of 2015, Jeannette van den Ingh and Gérard Lentz of The New Tradition and Taco van der Feltz and Albert Froom of Leaders Trust started a cycle of roundtables with eight non executive directors of family businesses who have the role of Chairman of the Board with family matters in their portfolio.
Sometimes there are conversations that one actually does not want or cannot carry through. Often these conversations are about complex dilemmas, a lot of emotion is involved and courage is needed to carry them through. They are like the ‘Elephant in the room’ of the family business, everyone knows they are there, but nobody talks about them.
The purpose of these meetings is to inquire together a number of these complex dilemmas and to experience what is needed to actually address them. These round table meetings are characterized by:
Every year we start with a new cycle of conversational meetings.
