The entrepreneur can choose his team in regard to vision strategy and, most importantly, in consonance with his value system. Unfortunately, he cannot make such a choice when it comes to relatives. This is perhaps one reason why family businesses break up and is one further reason why it is important to explore the conditions under which family businesses can grow and prosper. Hebert A. Simon C oming from the only Nobel Laureate in Economics for management science this should be a humbling thought. I will, therefore, attempt to speak my mind with some trepidation.
Any organisation represents a hierarchical structure.
We might draw this as shown above. This has been shown as a triangle because it seems that fewer people will be involved at the vision stage, some more at the strategic level, and even more at the decision point. The implementation would be widely spread between numerous sub hierarchies which are difficult to capture in a triangular format. What is important, however, is the feedback from the implementation point to each level in the triangular hierarchy. S ubsumed in this simple model are notions of authority, structure, communications, generation of alternatives, information and so on.