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A family meeting could be set up in order to bring to the surface any important family issues.
One scenario which the brothers may be prepared to adopt is the two-dimensional model of Jaffe which consists simply of a family council and a business board working in parallel with an external adviser bridging the gap between the two. Ideally this process should be set up at least 3 years before the brothers leave the business, in order to ensure the appropriate selection and development of a successor(s).
A prime example is that of the Chairman of Infosys in India, Narayana Murthy. He has been responsible for building his company from nothing to 58,000 employees and profits of $555m on sales of $2bill over a period of 23 years. He stepped down as CEO 4 years ago to become Chairman. At the age of 60 he has relinquished that job as well and will just act now as mentor to some of his senior colleagues. He felt it appropriate for a dynamic global company (context) that the top position should go to best person for the job. That turned out not to be a family member a most unusual decision for Indian companies. The Greek company could probably learn a lot from studying Murthy's example.
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