Global

Details

  • Service: Enterprise, Family business
  • Type: Business and industry issue
  • Date: 12/19/2012

Gaining the edge: entrepreneurship and innovation 

Entrepreneurship and Innovation
In 2011, KPMG in Australia published the Family Business Survey, Stewards: Moving Forward, Moving Onward. The study explored a cross section of 658 family enterprises across Australia, most of whom believed in the need to innovate. A much lower number were actually setting aside funds for research and development though…

Innovation in the context of a family business means doing things better, faster, and cheaper in order to succeed with limited resources, and it’s a necessity to compete and grow against better resourced and often publicly-owned businesses. So are family businesses more entrepreneurial and innovative than their non-family counterparts? Or does typical family business conservatism actually deter risk taking?

Family business attitudes to innovation

The notion that innovation is a good thing received overwhelming support from the surveyed respondents, but, only a minority of had actually set aside funds for innovation:
 

Family business graph


20% of respondents felt it was ‘critical’ that their successors show entrepreneurial flair, and 55% claimed it was ‘very important’.


It’s clear that most family businesses value flexibility and adaptability, and think of these qualities as important aspects of entrepreneurship and innovation. What wasn’t clear is whether these qualities were translating into actual entrepreneurial behaviour and innovation?

Innovation and entrepreneurial successors

There could be a generational factor at work here. Founders will have likely possessed a degree of entrepreneurial flair in order to have created and grown a successful business. They took risks out of necessity. The next generation is more likely to revitalise the family business’ strategy and professionalise how the business is run, than pursue a risky or entrepreneurial agenda.


Entrepreneurship literature generally focuses on traditional firms – on the creation of new enterprises, especially through new ventures, innovation, and renewal within organisations. Family businesses however don’t face just one of these challenges – they need to find ways to create new streams of value within an existing long-term oriented family business setting by exploring new ways of doing things and at the same time exploiting existing products, services, or organisational processes.


It’s critical that entrepreneurship isn’t driven solely by the business owner – product or process innovation from generation to generation, and even taking some risks, is an important part of regenerating the business


For more information, download Stewards: Moving Forward, Moving Onward (PDF 1 Mb)

Bill Noye

Bill Noye
Bill is a Partner at KPMG in Middle Market Advisory Division. He is a Fellow of the Institute of Chartered Accountants in Australia & Chairman of Family Business Services for KPMG Australia with 25 years’ experiences advising on Family Business issues.
 

Share this

Share this

KPMG Family Business

Family business
Being a part of a family business can often be a lonely place, with unique challenges, and we at KPMG wanted to create a way to share experiences.

Country Leaders

world map
View KPMG Family Business leaders around the world.

Infographics

Keeping business in the family
A key driver of Asian economies

Global family business
Family business governance

How Australian Family Businesses are leading the way
Survival of family firms vs. non-family firms

Sages family story learn more Sages family story
  • Subscribe to related feeds