Welcome to Part II of the Deloitte Private Family Business Focus video series. In this conversation, Deloitte leaders Kirsten Vosen and Laura Pearson explore why culture is the defining force behind successful family enterprises—and how families can intentionally build, sustain, and evolve that culture across generations. Together, they discuss the importance of merit-based pathways, open communication, shared purpose, and community impact, offering practical insights into how families can create workplaces where both family and non-family employees feel valued, aligned, and equipped to lead into the future.
Kirsten Vosen [00:00:12]
Hi, I’m Kirsten Vosen, U.S. Deloitte Private Audit and Assurance Leader. Welcome to Family Business Focus, where we cover topics of interest to family businesses. Throughout this series, we’ve been speaking with Laura Pearson, Deloitte Private’s U.S. Family Enterprise Leader. Today, Laura and I will discuss the topic of culture in family enterprises, which I truly believe is the backbone of any family business. I’m looking forward to our conversation. Laura, welcome.
Laura Pearson [00:00:38]
Thanks, Kirsten. Great to be here with you again.
Kirsten Vosen [00:00:40]
As you know, culture is the heartbeat of a business. It can foster trust, increase employee satisfaction, improve organizational effectiveness, and so much more. Within a family business, how do you foster a culture where both family and non-family members feel equally valued and rewarded on merit?
Laura Pearson [00:01:00]
We’re seeing more and more family businesses recognize the value of having all employees earn their roles rather than inherit them. The family firms we serve typically establish clear protocols, qualifications, and experience requirements for family members who aspire to lead the business.
Some require family members to gain external work experience and then apply and interview for roles just like any other candidate. In fact, our research shows that nearly three-quarters of next-generation family-business employees have experience outside the business, compared with about half of the current generation.
Other organizations have implemented rotational programs to help rising generations gain exposure across key functions such as finance, marketing, and operations. These approaches help create more adaptable workers who are better prepared to lead and innovate within the enterprise.
Kirsten Vosen [00:01:59]
How can family enterprises manage generational differences and ensure alignment around vision and values?
Laura Pearson [00:02:06]
In any family, perspectives naturally shift across generations. So it’s important to create an environment where family members feel comfortable expressing different views. Within a family enterprise, that can be hard to accomplish without help from impartial advisors.
External resources—such as a board of directors, advisory boards, or family business consultants—can facilitate regular, structured conversations around vision, values, and the family legacy, helping family members ultimately find points of alignment.
Kirsten Vosen [00:02:42]
How can family enterprises effectively balance their commitment to purpose with their financial goals?
Laura Pearson [00:02:48]
It starts with treating purpose as a true driver of the business—not a side pursuit. For example, we’ve seen families conduct exercises to identify how their enterprise can positively impact the local community. One family might donate a percentage of sales to support local educational initiatives. Another might commit to sustainable practices or using eco-friendly materials.
Many families also choose to establish philanthropic structures—such as a foundation or public charity—often led by family members. Whatever path they choose, that shared commitment helps family enterprises find the sweet spot between their values, community needs, and business interests.
Kirsten Vosen [00:03:40]
Fantastic—thank you for that, Laura. And thank you for joining us today. Your insights will be incredibly helpful to family businesses striving to enhance their organizational culture.
Laura Pearson [00:03:51]
Thanks, Kirsten. I look forward to speaking again. you’ll check out the other episodes in the series.
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