{"id":22409,"date":"2025-05-28T10:57:15","date_gmt":"2025-05-28T08:57:15","guid":{"rendered":"https:\/\/www.ng-audit.fr\/blog\/non-categorise\/shareholders-agreement-and-strategic-plan-how-can-partners-be-aligned-around-a-shared-vision\/"},"modified":"2025-05-28T10:57:15","modified_gmt":"2025-05-28T08:57:15","slug":"shareholders-agreement-and-strategic-plan-how-can-partners-be-aligned-around-a-shared-vision","status":"publish","type":"post","link":"https:\/\/www.ng-audit.fr\/en\/blog\/fact-sheets\/shareholders-agreement-and-strategic-plan-how-can-partners-be-aligned-around-a-shared-vision\/","title":{"rendered":"Shareholders\u2019 agreement and strategic plan : how can partners be aligned around a shared vision ?"},"content":{"rendered":"

A clear strategic plan<\/strong>, complemented by structured governance<\/strong>, is a powerful lever for building cohesion, securing development, and ultimately ensuring the company\u2019s long-term sustainability.<\/p>\n

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Aligning interests : an issue to address<\/strong><\/h2>\n

The diversity of profiles<\/strong> and the complementarity of skills<\/strong> among partners are key success factors for SMEs, provided that the different perspectives are brought together around a shared project. Having partners<\/strong> means benefiting from varied perspectives<\/strong>, tools, and different working methods<\/strong>. Each person brings their background, their vision, their reflexes. Therefore, the shared project must be clarified around the following key pillars<\/strong>: what, how, why, and by whom. This clarification will enable the organisation to gain efficiency<\/strong>, with individuals who know what they are doing and for what purpose. This intentionality helps reduce \u201cunnecessary\u201d efforts and focus on actions<\/strong> aligned with the objectives<\/strong> stated and accepted by all partners. <\/p>\n

Partners\u2019 buy-in<\/strong> to the shared project\u2014crucial to the smooth execution of the plan\u2014also stems from presenting the plan during dedicated discussions, in a format that encourages exchange and debate. Stakeholder commitment will be all the higher if they have participated in developing the plan. This approach can only work if the governance rules<\/strong> are clear and structured. <\/p>\n

Governance in family-owned SMEs and mid-sized companies<\/strong> is often more fluid than in larger companies or in companies with more diverse shareholding<\/strong>. Indeed, certain clarifications and formalities may seem inappropriate and are harder to implement in a family-shareholding context. Ambiguity can provide attractive agility<\/strong> for owner-managers, but it can also create frustration, surprises, and disappointment. It is therefore important to find the right balance<\/strong> between rigidity and a lack of governance. <\/p>\n

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The shareholders\u2019 agreement : the first step towards easier governance<\/strong><\/h2>\n

\u201cThe shareholders\u2019 agreement<\/strong>\u201d is a private contract signed between all or some of a company\u2019s shareholders. It helps secure governance<\/strong> and prevent conflicts<\/strong> in the event of disagreement by setting out the rules of the game between shareholders. Often overlooked, it is fundamental\u2014not to avoid all disputes<\/strong> between shareholders, but to anticipate them and provide a course of action. <\/p>\n

This document sets out the main terms of the partnership <\/strong>: shareholdings, roles, rules for entry to and exit from the share capital, potential vesting… It also makes it possible to define so-called \u201cstrategic<\/strong>\u201d decisions<\/strong> and the decision-making process, thereby defining the company\u2019s governance rules.<\/p>\n

Defining governance<\/strong> does not prevent tensions<\/strong> or conflicts<\/strong>, but it does provide a framework for resolving them. Drafting such a document has two main consequences : points of attention have, in theory, been addressed, giving everyone the opportunity to express themselves, confront viewpoints, and reach agreement. Secondly, conflict-resolution methods are specified, making it possible to refer back to the text if needed. <\/p>\n

This is a decisive step<\/strong> that can be formalised at the start of the partnership, but can also be put in place later if needed. It also helps establish a sound foundation that fosters the conditions for implementing the strategic plan. <\/p>\n

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The strategic plan : an essential governance tool<\/strong><\/h2>\n

The strategic plan is a structuring tool<\/strong>, particularly in human-sized companies where personal and collective issues intertwine.
\nIn the form of a shared roadmap<\/strong>, the strategic plan formalises the company\u2019s 3\u20135-year vision<\/strong>, its development objectives<\/strong>, and its priority areas<\/strong>, and makes it possible to derive well-considered, effective decisions. This document sets a direction and enables everyone to have an overall view of the company and its objectives, as well as the resources available to achieve them. <\/p>\n

Prepared by management and shareholders, this document reflects short- to medium-term ambitions and is intended for employees as well as partners. It is the operational arm of governance. It evolves over time and can be revised depending on circumstances, the competitive environment, and market opportunities. This strategic tool is therefore also a communication tool<\/strong>, providing visibility internally and externally, reassuring financial partners, and positioning the company in a growth<\/strong> dynamic. <\/p>\n

Integrating the strategic plan into day-to-day actions helps optimise decision-making<\/strong> at every level of the company. Indeed, when communicated to all employees, it can be a source of motivation : everyone, whatever their role, can visualise how things work and see their impact. <\/p>\n

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Signs of misalignment between partners<\/strong><\/h2>\n

A non-existent or poorly communicated strategic plan<\/strong> can give rise to several points of friction<\/strong>. There are several signs<\/strong> to identify and address, such as : <\/p>\n