Families that learn to use their cohesion, trust, and long-term orientation as strengths can implement strategies more effectively than their non-family peers, especially in times of uncertainty.

Sometimes the family grows much faster than the business, especially in saturated markets. This has deep implications for how we manage family and business expectations.

Sustaining a family enterprise is not just a question of profitability. It’s a question of alignment between the pace of family growth, the business’s true capacity, and the expectations placed on both.

This article provides actionable recommendations on how to support your business through the current economic uncertainty while maintaining family unity and commitment.

This research-based article highlights the critical role of choosing the right successor to ensure business survival after a sudden death tragedy.

Money is hardly ever ‘just money’: When business families discuss distributions or family member compensation, capital structure or investment strategy, these conversations are often driven by the individual family members’ emotions and orientations towards money and wealth.

There is little empirical evidence to support the widely held claim that the next generation of family business leaders benefit from working outside the family enterprise.

Welcoming a new spouse or committed life partner into a business owning family is a critical but often over looked aspect of Family Business continuity.