Why do we, as humans, tend to minimize real threats, and what can family businesses do to appropriately prepare for existential hazards?

The unprecedented uncertainty in our world has made it more imperative that family enterprises commit to an ongoing practice to develop their capacity and their agility.

“[Philanthropy] brings the family members together in an area of engagement that brings out the best in us where we can contribute for the benefit of others and that is not limited to the business.”

One the most important things that families who seek to maintain ownership across generations can do is to prepare the next generation for their unique leadership roles.

Not a single board I am on nor any of the other multitude of business leaders I am in contact with are free from the current wage pressures, perhaps the highest we’ve seen in more than thirty years.

How can business owners avoid having their children fall into a sense of 'negative entitlement', or a right to wealth? Appropriate guidelines and limits allow the next generation to build a sense of self, self control and responsibility.

As we are experiencing a serious reduction in manufacturing capacity - as a nation and perhaps globally - I am advocating for an ‘invest in the future’ approach, counter to the tendency to play it safe in times of uncertainty.

Famous family dynasties are riddled with mythology, not least that the patriarch (usually) is the engine room of the business without which it would fail. But every myth has its dark side.

Disagreements about dividends can cause serious family conflicts. Family business leaders are left hanging when it comes to developing a dividend policy that supports the business and fits their family’s values, needs, and objectives.

Families often struggle with developing family (governance) policies that not only work for the long term, but that also adequately reflect and reinforce the family’s values and objectives. Shareholder agreements are a case in point.

What do high-functioning family business boards do well? Read our learnings from years of working with and on family business boards.

How can enterprising families support the rising generation in becoming strong leaders and stewards of the family business?

What characterizes a successful transition of family ownership and leadership?

Why is it essential for a business family to understand the family dynamics at play when family members engage with one another?

Cohesion is a key characteristic of long-lived enterprising families - and it has distinct facets that should be addressed simultaneously.

Why is it essential for a business family to understand the family dynamics at play when family members engage with one another?

If you are a leader in your family or family enterprise, do you have a safe, neutral place to process the challenges and opportunities, all in the context of developing your capacity and agility as a leader?

Decades of working with enterprising families have shown us that when done right, the family’s involvement benefits both the family and its enterprises.