OMB Continuity And Diagnostic Assessment

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Almost entirely on operational decisions and execution; I am directly involved in matters that the senior team should be handling

Mostly operational, with some strategic and external time

A balance of operational, strategic, and external matters

Primarily on strategic and external matters; operational decisions handled by team

Entirely on strategic, ownership, and family-governance matters; operational execution is owned by the senior team

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All material decisions are made by me directly; we do not operate a board or management committee with binding authority

We have a board, but it primarily ratifies decisions I have already taken

The management committee handles operational matters; ownership and family matters all come to me

We have a functioning board with non-family members who challenge decisions; family matters are handled separately by me

We have three distinct forums - family council, board, and management committee, each with defined decision rights and active independent members

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Operations would stall within weeks; revenue, banking, and customer relationships would be materially disrupted

Day-to-day operations would continue but most non-routine decisions would queue until my return

The senior team would handle most operating decisions; banking, large procurement, and key customer relationships would wait

The senior team would handle nearly all decisions; only the most strategic matters would wait for my return

The business would continue without disruption; I would find out about routine matters on my return and only be consulted on pre-defined strategic questions

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I decide these matters personally based on family and business needs as I see them; there is no formal policy

I decide, but I consult informally with one or two family members or advisors before doing so

We have an informal practice on dividends, but capital allocation decisions sit with me

We have a documented dividend policy; major capital allocation is reviewed by the board but the decision remains mine

Both dividend policy and major capital allocation follow documented frameworks reviewed by the board, with limits on management discretion and clear escalation thresholds

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I am the family head, and we have not discussed what happens when I am no longer able to play that role

I am the family head; the family understands that succession would pass to a specific person, but it has not been documented

I am the family head; we have discussed succession to the family-head role in family meetings but not formalised it

We have a written understanding of who would take on the family-head role and how decisions would be made in the interim

The family-head role is governed by a formal family constitution or charter, with documented succession, decision rights, and a transition mechanism

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There is no named successor; the question does not yet apply

They have little operational awareness; they would not be able to describe the business's current financial position or key risks

They understand the business broadly but not at decision-making depth; they would need significant briefing to lead a serious conversation

They have a near-complete operational picture and could competently represent the business externally on most matters

They have a complete and current view of the business, including confidential matters; they could lead the business credibly tomorrow

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They receive no formal information about the business; what they know comes from incidental conversations

They are told headline news (a good year, a difficult year, a major deal) but no structured information

They receive an annual summary of business performance, usually verbally; no documented briefing

They receive a structured update at least annually, including financial performance and major decisions, but not confidential matters such as banking arrangements, personal guarantees, or related-party transactions

They participate in a documented family information forum with complete information, including risks, personal exposures, and the family's connection to business decisions

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Substantially all household expenses are funded by business cashflow; the household has no other meaningful income source

Nearly all household expenses depend on the business; there is some external income but it would not cover the household if business support stopped

The household depends significantly on business cashflow, but has external income or assets sufficient to cover essential expenses for 6–12 months

The household has substantial independent income and assets; business cashflow funds discretionary spending and capital purchases but not essentials

The household is financially independent of the business; business cashflow is reinvested or accumulated rather than supporting the household

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There is no named successor; the conversation has not been initiated

The successor has not been explicitly asked, and the family operates on the assumption they will lead

The successor has been asked and has agreed, but the agreement was implicit, not openly discussed

The successor has openly committed to leading and discussed it with the family, including their motivations and reservations

The successor has committed openly, has discussed it in depth with the family, and has demonstrated commitment through concrete choices — declining outside opportunities, investing personal capital, taking lead roles in difficult decisions

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There is no named successor; all decisions in this range are taken by me

They have no independent authority; every decision in this range is taken by me

They can propose and recommend, but the decision is always taken by me

They have independent decision authority on most categories, with my consultation reserved for the most consequential matters

They have full independent decision authority on all operating matters in this range, with me consulted only on pre-defined strategic categories

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Substantial business assets (land, buildings, key IP) are held in my personal name and used by the company without long-term documentation

Some business assets are held in my personal name; informal arrangements govern the company's use of them

Some business assets are held in my personal name; the company pays rent or licence fees, but the lease or licence is short-term or undocumented

Some business assets are held in my personal name with long-term registered lease or licence arrangements at market terms

All business assets used in operations are held by the company itself; no business assets sit in my personal name

OMB Continuity And Diagnostic Assessment

OVERVIEW