Up until March 2020, family business transformation would have been a major programme of change, mapped out well in advance and considered carefully by the leadership team. After all, it is defined it as a strategic change made to respond to an exceptional event and my team label it a "high-risk" corporate activity.
And then came the pandemic. It accelerated some trends at a pace we couldn’t have imagined—volatility and speed of market change is causing the creation and disappearance of business models faster than ever.