Diagnostico de una 
empresa familiar 
Desarrollado a través del aprendizaje obtenido en este curso, con 
la finalidad de realizar una propuesta de mejora. 

 
 

Indice: 

1. Datos la empresa familiar (Nombre, Giro y Tamaño) 

2. Genograma, Modelo de los 3 círculos, Modelo evolutivo de Gersick 
3. Análisis del Modelo Estructural 
4. Resultado del cuestionario online (anexo del pdf de los resultados) 
5. Propuesta de mejora (recomendaciones) 

 
 Diagnostico de una empresa familiar 

Datos la empresa familiar  

Nombre: I​ nventum Ingenieria S.A. 

​ abricación Otro Tipo Maquinaria Uso Gral​, ​Activ.de Arquitectura e I​ ngeniería, educación​ de 
Giro:​ F
Adultos y Otros

Tamaño:​ Pequeña empresa 

1. Genograma, Modelo de los 3 círculos, Modelo evolutivo de Gersick 

2.1 Genograma 

Como se muestra en la imagen es el genograma de la empresa familiar en la cual muestra un 

nivel de complejidad medio en la empresa familiar. 

 
2.1 Modelo de los 3 círculos 

En la imagen se muestra el diagrama de los tres círculos que se usaron como base para detallar 
a los integrantes de esta empresa como se detalla a continuación. 

Detalles de las personas que integran a la empresa familiar, según el diagrama: 

1. Miembros de la familia no involucrados en el negocio: n​ inguno 

2. Gerentes y empleados no miembros de la familia: ​Carla (Directora comercial) 
3. Dueños y/o accionistas no miembros de la familia: ​Ninguno 
4. Propietarios y/o accionistas miembros de la familia:​ Juan, Maria, Farit, Cesar, 
Gianmaarco, José, y Takao. 
5. Miembros de la familia que trabajan en el negocio pero que no son dueños: ​Ninguno 
6. Empleados no miembros de la familia que son accionistas:​ Ninguno 
7. Miembros de la familia que son dueños, gerentes o empleados: Juan, Maria, Farit, 
Cesar, Gianmaarco, José, y Takao. 

 
2.1 Modelo evolutivo de Gersick 

En el siguiente esquema se muestra que la empresa llego hasta el punto de formalización, en 
cuanto a la propiedad, se encuentra en una etapa de sociedad entre hermanos, y referente al eje 
familiar ya haya un ingreso casi completo de la familia en la empresa. 

2. Análisis del Modelo Estructural 

En cuanto al análisis estructural se analizo la estructura familiar y el riesgo que involucra se 
concluye lo siguiente: 

Dando como resultado que hay un riesgo estructural muy bajo, ya que el nivel de complejidad es 
medio en conjunto con la complejidad dela empresa y tiene un alto desarrollo estructural. A 
partir de esto se mantuvo se asignó un puntaje según la siguiente escala 
 Asignación de puntajes en el análisis 
estructural 

Área  Puntaje [0-100] 

Nivel de complejidad  30 

Complejidad empresa  45 

Desarrollo estructura  -65 

Total:  10/100 
 

Siendo el puntaje final 10/100, mostrando un nivel de riesgo estructural muy bajo. 

También se reconoció que es una empresa de tipo familia profesional: 

 
 3. Resultado del cuestionario online (anexo del pdf de los resultados) 

A partir de los resultados del cuestionario online se pudo apreciar que en las 5 áreas de 
estrategia, liderazgo, innovación, institucionalización y continuidad tienen un desarrollo medio - 
alto, y hace falta desarrollar principalmente la estrategia de la empresa. 

Por lo expuesto se recomienda lo siguiente según los 5 pilares: 

Liderazgo:​ ​Asignar solo un responsable par que lidere las diversas áreas y capacitar al personal. 

Estrategia: D
​ esarrollar un mejor estrategia según su modelo de negocio o contratar un consultor 
para que lo ayude a desarrollarlo. 

Innovación:​ ​Crear un área de innovación netamente y fomentar el desarrollo de nuevas unidades 

de negocio con un fondo para los integrantes de la familia que tengan ideas con gran potencial. 

Institucionalización:​ ​Formalizar las marcas y generar patentes de sus productos principales. 

Continuidad: D
​ esarrollar un plan de continuidad para ir integrando las futuras generación en la 
empresa y que esta se sostenible 

4. Propuesta de mejora  

Se concluye que es un​ modelo de familia profesional y​ esta camino a convertirse en m

​ odelo 
corporación. ​A partir de todo el análisis recomienda lo siguiente 

Recomendaciones: 

- Desarrollar un plan de desarrollo de la siguiente generación tomando en cuenta 

principalmente el modelo de liderazgo emprendedor. 
- Integrar en el plan de desarrollo consejeros y tutores que puedan acelerar y formar a las 
futuras generaciones. 
- Crear un consejo familiar en la siguiente generación priorizando seleccionando por 
votación los representantes del mismo. 
- Reducir aún más la estructura familiar nombrando un consejo familiar para que 
represente a la familia, así en las futuras generaciones pueda representarse de forma 
focalizada y ordenada. 
- Crear un fondo de innovación para motiva a miembros de la familia a innovar y 
desarrollar nuevas ideas de negocio en la familia, así expandan el matrimonio familiar. 
- Reestructurar la empresa para simplificarla y que se fortalezca las áreas tan 
diversificadas que tiene. 

Between 1 and 2.99 = Low.
STRATEGY
Result 3.08
Means ...
The family business has
a strategy that has had
some measure of
positive impact on the
organization.
There is a clear business
model but it is not
necessarily understood
by those in middle
management.
There is probably some
strategic plan, but it
does not work very well.
"Elaborado por Fernando Sandoval Arzaga Ph.D. Director del Centro Internacional de Familias Emprendedoras,Tecnológico de
Monterrey, Campus Estado de México" Contacto: fsandoval@itesm.mx y ferkusan@gmail.com
General results
Between 3 and 4.29 = Medium.
LEADERSHIP
Result 3.46
Means ...
The leadership of the
family business has had
some degree of positive
impact on the growth of
the company.
There is a somewhat
proactive style of
leadership, but it is
focused either on
people or on results.
Leadership tends to
favor control rather than
freedom in
decision-making. There
is some teamwork but
not very much
recognition.
jlbohorquez@pucp.edu.pe
INNOVATION
Result 3.85
Means ...
The family business
sometimes encourages
innovation and this has
had some measure of
positive impact on the
goals of organization.
The business sometimes
fosters the generation of
new ideas but concern
for quality and
continuous
improvement are not
high priority issues.
There is a certain
enterprise focus in the
family business and it
sometimes takes
advantage of
opportunities that arise.
In terms of competition,
it is defensive.
Global result
Between 4.3 and 5 = High.
INSTITUTONALIZATION
Result 3.23
Means ...
The family business has
administrative bodies
(family, company,
management boards)
but they do not
necessarily work well.
Some positions at
various levels of the
business are filled by
people who are fully
able to do the job.
There are some
administration systems
and some information
technology in place that
enable the family
business to be
administered efficiently.
©Fernando Sandoval Arzaga
CONTINUITY
Result 3.08
Means ...
The family business has
some plans, regulations,
and competitive
resources to be able to
sustain itself in the
future.
There may be a plan of
succession and a
process of knowledge
administration and
transfer between
generations, but not
necessarily both and the
addition and integration
of new generations has
sometimes been good
for the company.
Communication and
teamwork between
various members of the
family is sometimes
healthy and
harmonious.
 Questionnaire

STRATEGY
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Is the business model of the company set out in the mind of the director or in writing?
2.1 3
To what degree is the business model of the company understood by those in middle management?
2.2 4
To what degree is the company?s strategy focused on low costs or on innovation?
2.3 3
Is your strategic plan focused on achieving short-term objectives or short-term objectives?
2.4 3
In the creation of your strategic plan, did you make use of your own internal analytical tools or did you use
2.6 3
analytical external?
How beneficial has it been for your company to have developed a strategic plan?
2.7 3
Was the strategic plan drawn up with a focus on a formal methodology or an informal one?
2.5 3
Is your operational / commercial plan in line with your strategic plan?
2.8 3
Are you carrying out a continuous evaluation of the fulfillment your strategic plan?
2.9 3
Do the indicators of your strategic plan include the following four perspectives: financial, market,
2.10 3
operations, and human capital?
Is your strategic plan updated once a year or once every five years?
2.11 3
When you have reviewed the strategy of your business, has this brought about a strengthening in your
2.12 3
business model of a change?
Have changes in your business model been by necessity or in order to take advantage of an opportunity?
2.13 3

LEADERSHIP
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Is the leadership style focused as much on the completion of tasks as on people?s satisfaction?
3.1 4
Is the motivation of personnel based more on control techniques or on inspiration?
3.2 3
Are those in middle management aware that they need to show leadership for their people?
3.3 4
Is recognition of achievements generally given more for individual effort or for group effort?
3.4 4
In general, is decision-making carried out by the highest authority or by consensus?
3.6 4
How beneficial has it been for the company to train and develop its personnel?
3.5 4
In middle management and supervisory levels, is there a lot of freedom to make decisions or little?
3.7 4
At the executive level, is there a lot of freedom to make decisions or little?
3.8 3
In a crisis situation are decisions making by just one person or by a team?
3.9 3
With important decisions, are experience and intuition taken into consideration as much as the analysis of
3.10 3
data and information?
Is top management proactive in taking action?
3.11 3
Has the company?s leadership had a positive impact on the growth of the business?
3.12 3
In decision-making, are social responsibility and respect for people?s dignity taken into consideration?
3.13 3

©Fernando Sandoval Arzaga

INNOVATION
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Does the company display a high level of innovation in its products or services?
4.1 3
Does the company display a high level of innovation in its processes?
4.2 4
Is there is a constant concern for quality and continuous improvement?
4.3 4
Is the company aggressive, in a competitive sense?
4.4 4
Generally speaking, does the company take advantage of new business opportunities?
4.5 4
Does the company encourage the generation of new ideas?
4.6 4
Are new ideas adopted by the company?
4.7 3
Does the company take advantage of the social capital that upper management and members of the family
4.9 4
have established in order to create new business?
Has the company invested in the creation of new businesses of the next generation?
4.8 3
Has the company set up systems of continuous improvement, for example, techniques and tools such as
4.10 4
Kaizen or Six Sigma?
Are there any established rewards (prizes, recognition, bonuses) for employees who come up with
4.11 4
innovations within the company?
Is the portion of the budget that is assigned to innovation greater than 5%?
4.12 5
Have innovation and the generation of ideas had a positive impact on the growth of the company?
4.13 4

INSTITUTONALIZATION
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

How informal or formal is the Board of Directors in your company?

5.1 3
Does the Board of Directors in your company work well?
5.2 4
How informal or formal is the Family Council in your company?
5.3 3
Does the Family Council in your company work well?
5.4 3
How informal or formal is the management committee in your company?
5.5 3
Does the management committee in your company work well?
5.6 4
In your company, in general, do those in executive positions have the necessary ability and experience to do
5.7 4
their jobs?
Is there an efficient means of communication between the Family Board and the Board of Directors?
5.12 3
The creation of governing bodies (boards) had a positive impact on the growth of the company?
5.13 3
How formalized is your organization in terms of written rules, policies, and procedures?
5.11 3
Does your company have integrated information systems (ERP, SAP, MCR, etc.) to facilitate the control use of
5.9 3
information?
How formalized is your organization in terms of written rules, policies, and procedures?
5.10 3
In your company, in general, do those in middle management and supervision positions have the necessary
5.8 3
ability and experience to do their jobs?

©Fernando Sandoval Arzaga

CONTINUITY
Answer the follower items on a scale on 1 to 5. Mark from 1 (a little/not at all) to 5 (a lot/completely) as appropriate.

Is there a formal plan of succession for the family business?

6.1 2
Is there a shared vision regarding the future of the family business?
6.2 3
Can members of the family communicate with each other effectively?
6.3 3
Do you take any measures to involve potential successors and to share knowledge between generations (for
6.4 3
example, master-apprentice relationships, storytelling, summer vacation jobs, etc.)?
Can members of the family work harmoniously as a team?
6.5 3
Are there family mechanisms and policies for dealing with family matters that are related to the company?
6.6 3
Have the family?s values and beliefs had an impact on the development and growth of the company?
6.7 4
Is there a plan in the future for the senior generations after their retirement or a new role within the
6.8 3
company?
Are the criteria for the transfer of capital (stock) within the company well defined?
6.9 2
Has the addition and integration of new generations had a positive impact on the growth of the company?
6.10 3
Are there mechanisms in place for the resolution conflicts between family members?
6.11 3
Has the prestige (reputation) of the family had a positive impact on the growth of the company?
6.12 4
Has the succession process resulted in a transfer of stock or a redistribution stock?
6.13 4

©Fernando Sandoval Arzaga