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The rankings of business schools are often based on the salary you earn when you graduate. But judging success just on the amount of money you receive, as we know now, is no longer suitable. And business schools need to wake up to this fact.\n\nPurpose has a particular role to play at Roche itself, too. \"The purpose of Roche is not to make money; the purpose of ours is to satisfy a community and in particular to satisfy the patients' community,\" Hoffmann explains. \"How can we create new ideas which will make the life of the patient easier and perhaps even cure them?\"\n\nA family business structure supports that purpose, thanks to the multi-generational, long-term approach taken by many family businesses – including Roche, which was founded by Hoffmann's great-grandfather Fritz Hoffmann-La Roche in 1896. The structure of Roche's 'hybrid' ownership helps in this regard. 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At Viessmann Group, a German energy solutions provider, Chairman Martin Viessmann explained in a recent PwC study (PwC/INTES 2017, Strategien erfolgreicher Familienunternehmen: Konservative Innovatoren) that his son had been responsible for driving digital transformation before taking on a larger role in the company. \"Digital transformation not only requires new technical solutions, it also requires a new culture. Family businesses are well-advised to use the digital skills of the next generation to successfully shape change,\" Viessmann said. Rikki Maizey, one of our survey respondents, is Chief Executive of Maizey Plastics, a large South African maker of industrial plastics. He explains how he has employed his son in a new role: developing an online store for the company's current and prospective customers. \"My son Richard has been working in the organisation for close to 18 months, but you know, we're dealing with Gen Y here. 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There is an important note of caution here. Anecdotally, we hear from leaders that getting their own kids to join the business is difficult and requires increasing flexibility about what roles they might play. Next-generation members as a group are better educated and have more choices than preceding generations. They demand more meaningful work and have higher expectations from employers. Luring home next-generation family members after educating them abroad and widening their horizons presents the same hiring challenge. Why should young people return to the family firm in Vietnam when they can start something new with university friends in Montreal? Eddy Lee is a fourth-generation member of the owning family of Lee Kum Kee, a Hong Kong-based firm famous for making the oyster sauce and condiments of the same name (see case study, “The value of constant entrepreneurship,” page 30). 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You have to create a climate and a system where future success is not solely dependent on the next generation. You have to create a system where the next generation can slot in and feel happy and at home and enabled. You can’t rely too much on them, but at the same time, let them fly. 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Valrani reckons this is another reason the two families work so well together: the ability to cooperate at all levels and to let go. \"The legacy of the first generation is the ability to give up control in their lifetime,\" he says. The 'letting go' by the founder-entrepreneur is often one of the most challenging family governance issues faced by a business transitioning to the second generation.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-17 03:23:51.37+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "3192cc4c-4df8-4a78-b81a-5e58579bb326", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.2, "x": 0.73, "y": 0.23 }, "kind": "paragraph", "text": "He adds: \"The minute we start bringing in the question of a non-measurable, non-commercial purpose, we are very scared that we get into subjective decision making, and that could undermine the business.\" \"The two families respect each other's families values and cultures,\" says Valrani. \"And for this to work well, philanthropic efforts are always a personal decision and a private one.\"", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-17 03:23:51.37+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "4f11dce9-4e20-4e6b-89c3-b2eb5371cd23", "parentComponentId": null }, { "bbox": { "h": 0.2, "w": 0.2, "x": 0.1, "y": 0.44 }, "kind": "paragraph", "text": "The crisis also led to the decision by the founding fathers that has become a guiding principle for the Al Shirawi Group: it won't open any offices abroad unless a family member is committed to going there to sort out any problems. \"Unless we are prepared to roll up our sleeves to fix the problems, then we don't open an office there,\" says Valrani. \"That is a big part of our philosophy as a business today.\"", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-17 03:23:51.37+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "68781e85-24cc-49bc-a0c4-6ed4f92c09ce", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.2, "x": 0.31, "y": 0.61 }, "kind": "paragraph", "text": "Those efforts led to the group's so-called 'protocol', the first formal structure addressing how the two families interact with the business. \"The protocol remains in place today pretty much exactly how it was formulated,\" says Valrani. \"Through the protocol, everyone knows where they stand. So far, it has stood the test of time, and that's a testament to the strength of the relationship between the two families.\"", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-17 03:23:51.37+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a4d9d7f6-504f-418b-9baf-ad6609b4d49a", "parentComponentId": null }, { "bbox": { "h": 0.35, "w": 0.2, "x": 0.52, "y": 0.51 }, "kind": "paragraph", "text": "There are seven members of the second generation working in the business now. According to the protocol, each member is allowed to bring one child into the company. Both families believe this rule will help maintain unity as the business eventually transitions to the third generation. Any member of the third generation who isn't entering the business will be fully supported, including with the provision of capital, to assist their entrepreneurial ambitions. Another significant value for the Al Shirawi Group is the separation of the company's wealth and the family's wealth. \"The business is focused on profitability within the rules and regulations of the countries we operate in,\" says Valrani. \"With this being the case, we separate company wealth and family wealth very, very clearly.\"", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-17 03:23:51.37+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "d648b087-b7a1-406b-86cd-8ef06f7aaffc", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.2, "x": 0.1, "y": 0.68 }, "kind": "paragraph", "text": "The second generation of both families - whose senior members are represented by Valrani; his brother Navin; Mohammed Abdulla Al Shirawi; and Hisham Al Shirawi - came together in the early 2000s to formalise a family governance structure. Two members from the second generation of each family met to talk about how they should proceed. 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