Introduction

Matthew Freud

Chairman, freuds

In the mid-Seventies, I was sent to one of Britain’s most celebrated schools for a brief and in- glorious education. As an unmotivated student of scrawny build and the son of a German immigrant, I was shunned from the sporty set, sneered at by scholars and denied access to the inner sanctums reserved for the spawn of the aristocracy. But I held my head high in the famous surnames gang.

Running as a pack with the sons of great industrial titans, scions of global high street retailers and fully paid up members of banking dynasties, I quickly realised that whilst the Freuds were well known, we were neither rich nor helpful in the creation of career opportunities.

It was something of a family rule that you could consider any profession as long as no-one in the previous three generations had already bagged it. This ruled out medicine, architecture, art, politics, entertainment, acting, journalism, catering,  finance and selling door furniture.

After a brief  flirtation with singing telegrams, I plumped for a job in public relations. It suited me and I was good at it and after a three year apprenticeship, I established my own company at the age of 21. I had been trading for a few weeks when someone sent me an article about a previously undisclosed great uncle, Edward L. Bernays, the founder of public relations.

Disappointed but undeterred and ignoring protocol I pushed on, but my interest in family dynamics, inter-generational legacy and non-financial inheritance has endured and developed.

Freud Communications, now 28 years old, a leader in its field, and I hope no disgrace to the memory of my forefathers, represents or advises an unusually high proportion of companies whose founders still loom large – either through family ownership, dynastic influence or principles that run through the corporate DNA of their cultures. In my opinion, they are fundamentally different to businesses that do not have an implied or stated purpose connecting the past to the future, or a tier of ownership or management who are invested beyond their own tenures.

I am not quite sure why the agency has earned a place on the roster of so many dynastic companies. Through my own genealogy and marriage to a member of a particularly lively media family, it is possible that my instinctive understanding and experience of the burdens and opportunities of heritage is a useful reference for businesses and brands that are trying to stay relevant and contemporary without losing their roots or integrity.

More likely, I believe, is that businesses where short-term performance and quarterly sales targets are less important than sustainable growth and reputational protection need advisors who are adept at articulating a company’s values, not just its value. We have been working specifically in this field for 20 years.

My business partner, the late and great Philip Gould, believed that the first generation of a company’s management defined WHAT the business was; the second is tasked with working out HOW to do it better and bigger; and the big question left for the third and successive generations is WHY they do it.

The answer is usually not to serve a class of shareholder whose tenure on the register in some cases can be measured in thousandths of a second, nor to disrupt robust business models with feverish corporate activity that sometimes seem to generate more professional fees than real enduring value.

In Philip’s view, organisations whose purpose can be helpfully defined by their history and whose future is imagined in decades not quarters are better equipped to deal with the brackish waters and constantly changing weather patterns of this uncertain era.

In this first edition of The Brewery Journal, we explore a number of industry sectors where the founding principal and indeed principles of some companies have proved either virtuous or ruinous; and some examples where the loss of the founder’s influence has been equally dramatic.

We have commissioned research asking searching questions of a panel of analysts’ views of family associated corporations and the results I hope make interesting reading. We are grateful to the many contributors who have allowed us to share their thoughts and insights on their own experiences or their views on others.

The Brewery, our off-site facility near Oxford is used to help both the private and public sector explore and articulate purpose. To create or identify initiatives that can capture and project the beliefs of a business or an institution over and above their What and How.

The Brewery is a not-for-profit enterprise, I will leave future managers of freuds to work out Why, but family tradition dictates they will not be my children!