Ownership in a family enterprise carries responsibilities that extend beyond financial interests. These articles explore ownership roles, decision-making, and the development of capable stewards across generations.
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.
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.
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.
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.
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?
