Next Generation in Family Businesses and Personalised Education

Why are we still trying to shape the future with standardised templates?

During my work at SPALDA Academy, one recurring observation has increasingly drawn my attention in the field of next-generation development in family businesses—and it led me to write this piece.

I connected this observation to the research Malcolm Gladwell discusses in Outliers regarding the development of youth ice hockey players in Canada. That example once again made me reflect on how critical personalised education approaches are. And I believe the same principle applies to educating the next generation in family businesses.

From Ice Hockey Players to Family Businesses: The Power of an Early Advantage

Gladwell explains how the birth months of Canadian ice hockey players can influence their future success. According to the research, players born in January, February, and March are often physically more developed than their peers, and therefore tend to be seen as natural leaders within the team.

That physical advantage leads them to receive more attention and support, making it easier for their future success to take shape.

The critical point here is this: if the licensing-year approach had run from July to June instead of January to December, then players born in July, August, and September would have had the same advantage. In other words, even the selection of a date can naturally place some individuals at an advantage while disadvantaging others.

The same dynamic applies to education systems.

The Transformation of the Education Paradigm in the Modern World

What I find surprising is that—even in the age of artificial intelligence, at a time when educational and development alternatives have expanded so dramatically—we persist with standardised methods. It is particularly striking, and in my view misguided, that even in advanced, visionary, and well-educated business families, the preparation of the younger generation still relies on standard, non-personalised approaches.

The Key Point Often Missed in Current Approaches

When we examine the next-generation leadership programs offered by the world’s leading corporate education providers, we mostly see standardised models. Some of these providers bring together 30 young high-potential leaders and run them through cohort-based classroom training.

Yet a system customised to the individual—one that surfaces personal drivers and unlocks motivation and potential—can produce far more effective outcomes. Especially in family businesses, I believe we should support the motivations and potential of the next generation through individualised approaches—because even if they do not end up running the company, they will become the parents who raise the next generation of shareholders.

Why a Personalised Approach Is Critical

Surprisingly, even large and visionary families remain attached to traditional education methods and standardised models. While technology has advanced significantly and we can now deliver personalised solutions with relative ease, the lack of sufficient awareness of individualised development paths remains a significant challenge.

What matters most when preparing the next generation of family businesses for the future is moving away from traditional methods and transitioning toward tailor-made approaches that help individuals discover their true motivations and potential. This transformation is a necessary step for unlocking the real potential of both family businesses and young people.

So why is it that while some manage to implement this successfully, others still resist it?