Polish family businesses and Growing Pains

Polish family businesses are one of the flywheels of the economy. They constitute 36% of Polish entrepreneurship and generate a total revenue of PLN 322 billion per year – as much as 18% of GDP!

Our survey conducted on family businesses showed that 70% of companies suffer from problems (Growing Pains) related to the development of the management model.

On average, Polish family businesses participating in the survey achieved worse results (stronger Growing Pains) than non-family companies as well as lower scores in the assessment of individual levels of the Pyramid of Organisational Development®.

The main reasons for ineffectiveness are as follows:

Low awareness of the importance of organisational effectiveness

Limited openness of family business to knowledge from outside the family and “fresh blood”

Insufficient managerial skills

Excessive caution in financing business development

There is an increasingly visible need for businesses which have so far been developing based on internal competences, knowledge and experience to open to external inspiration and adjust the solutions used to the changing market, target groups as well as internal needs and requirements of the organisation.

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Polish companies start nowadays the succession phase
companies handover their leadership to the next generations
family businesses survive tho the 3rd generation
companies we work with are family companies
Cooperation with family businesses

For years, we have been conducting projects for Polish family businesses based on the GROWING PAINS® business scaling methodology. Our methods make a significant contribution to the changes implemented in businesses. We focus on every aspect of the process to create a family business that achieves long-term success. We deal with problems related to family companies from the point of view of both business and family. We present the framework for building a successful organisation and we introduce a Model for Building a Family Business that can last for many generations.

We make a significant conceptual contribution to the way of thinking about a family business, introducing terms such as: “functionality and dysfunctionality of a family business”, “foundation of a family business”, “balance of a family business”. We introduce framework principles, including 6 factors that must be managed to achieve a high level of family business functionality, and we point to symptoms that occur in a dysfunctional family business.

We provide assessment tools that can be used to improve a family business. We introduce surveys aimed at carrying out independent assessment of two key aspects of a “recipe for success” of a family business: (1) organisational development and (2) family functionality level.

Services for family businesses

Family Business Building Model

Stages of organisational development of a family business

Types of functionality and dysfunctionality of a family business


Current organisational culture survey

Model of an organisational culture that supports company growth

Organisational culture management plan

Monitoring system for updating the culture management plan

Culture management effectiveness survey

Strategic planning – trainings

Environmental Analysis

key environmental trends affecting the company’s operations, business concept, strategic mission and basic strategy

Concept of the Pyramid of Organisational Development

key areas of organisational development, project of change process

Strategy Map

main strategic tasks and SMART goals for your organisation

Key Result Areas

scope of Responsibilities and Definition of Roles, strategy implementation, individual SMART goals

Developing Management Effectiveness

growth lever, 6 main factors affecting the long-term success of the organisation