At Palace Hotels, a family-owned hospitality company, a trust crisis emerged about a year into the product-model transformation: the three owning brothers disagreed on what counts as "done" — stakeholder sign-off against a spec versus an outcome-based result (see Transformation Theater). The brothers were, notably, also the hardest and last people convinced by the new model in the first place.
The dispute was resolved through a full-day sit-down among the three brothers, grounded in an explicit family governance principle: protect the company from ourselves. In a founder- or family-owned business, the owners' personal instincts, egos, and disagreements are treated as a risk to actively guard against, with an explicit rule the family can invoke when "the more stubborn person in the room wins" dynamics threaten to substitute for a real decision process.
This differs from Culture Bank (Trust Reserve for Crises) — a culture bank is trust accumulated with employees/executives that gets spent during a crisis; this is a governance rule specifically for adjudicating disputes among the owners themselves, prior to and independent of employee trust dynamics.
Из тем: Transformation in Practice