![\"\"](\"https:\/\/vietnamfamilybusiness.vn\/en\/wp-content\/uploads\/2025\/07\/image.png\")
<\/figure>\n\n\n\nFigure: 4-Factors model for assessing the potential of the next generation<\/em><\/strong><\/p>\n\n\n\n Owner-Operator<\/em><\/strong><\/p>\n\n\n\n According to Carlock and Florent-Treacy (2024), this is the most traditional model in family businesses, where an individual is both the main shareholder and the direct manager of the business. They are often the founding generation, people who understand every detail of operations, have high commitment, and are deeply attached to the company. However, this model can lead to excessive concentration of power, difficulty in delegation, and lack of clear succession planning. Therefore, this role needs support from transparent delegation mechanisms and structured generational transition strategies.<\/p>\n\n\n\n Overseer<\/em><\/strong><\/p>\n\n\n\n These are owners who do not engage in daily operations but hold strategic positions. They are often board members, family advisors, or influential shareholders. They play an important role in long-term orientation, monitoring business performance, and preserving family values. However, separation from daily operations can make them disconnected from reality, prone to conservatism, or mistaken about authority. To optimize this role, a two-way communication mechanism between management and strategic shareholders should be established.<\/p>\n\n\n\n Passive Owner<\/em><\/strong><\/p>\n\n\n\n These are owners who do not participate in operations or governance, and usually only care about financial benefits such as dividends or share value. This role is increasingly common when the business develops through generations and ownership becomes fragmented. Although they do not directly influence company strategy, they can still have indirect impact if they feel their rights are ignored. Lack of information and absence of effective communication channels are the main causes of conflict. Therefore, a transparent information mechanism, regular updates, and appropriate voting rights for this group are necessary.<\/p>\n\n\n\n Interested Owner<\/em><\/strong><\/p>\n\n\n\n Carlock and Florent-Treacy (2024) state that they are often young family members who do not yet have official roles in management but want to learn and participate more in the business in the future. They may be studying related fields or joining family projects with a learning spirit. They are an important successor force but easily overlooked if not guided properly. To nurture this group of future owners, the business should design mentoring programs, allow them to try short-term projects, and gradually grant partial authority.<\/p>\n\n\n\n Non-Family Owner<\/em><\/strong><\/p>\n\n\n\n These are individuals not belonging to the family but holding shares through investment, marriage, partnership, or inheritance. Although they bring resources and objective perspectives, they are easily seen as \u201coutsiders\u201d in family culture. To integrate this group of owners, the business needs to clearly define roles, authority, and communication norms, and also make transparent the regulations between financial ownership and cultural ownership.<\/p>\n\n\n\n Should Vietnamese family businesses apply this?<\/strong><\/p>\n\n\n\n In the context where many family businesses in Vietnam are entering the transition stage, recognizing and effectively managing ownership roles is a key factor to maintain stability and continuity. Instead of imposing a single ownership model, businesses need to build a \u201cmulti-role\u201d structure, where each type of owner is recognized, empowered appropriately, and developed according to their capacity. In addition, establishing governance tools such as family constitution, intergenerational dialogue mechanisms, and owner training programs will help connect generations, protect core values, and promote long-term strategic consensus. The greatest lesson does not lie in who owns how much, but in how ownership is understood, acknowledged, and directed toward common goals.<\/p>\n\n\n\n Reference<\/strong>:<\/p>\n\n\n\n