Family enterprises face complex strategic and financial decisions shaped by both business realities and family priorities. These articles explore how families approach growth, investment, risk, and long-term decision-making.
The salaries of top executives can be a hot topic and a source of stress – at family businesses and non-family firms. How can family business leaders decide what’s fair?
Should family members work outside the family business before joining? Experts have long recommended that this is the best (and only!) way - but does it make a difference, in the real world, to have the next generation work on the outside?
Successful, long-lasting business families have a family strategy: A shared understanding of what is important to them, what they want to do together, and how they want to work together to achieve their collective goals and vision.
Why do we, as humans, tend to minimize real threats, and what can family businesses do to appropriately prepare for existential hazards?
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.
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.
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.
