This week, Katherina Rosqueta, from the Center for High Impact Philanthropy at the University of Pennsylvania, explores several approaches to impact investing, an increasingly utilized strategy to align deeply held family values with their financial investment strategy.
The Evolution of Team Building: An interview with leading biological anthropologist, Helen Fisher, PhD
2017 Keynote Speaker and biological anthropologist, Dr. Helen Fisher shares her research on the evolution of team-building, identifying four distinct styles of thinking and their implications on the composition of the family enterprise.
Philanthropy is not just a “good” thing to engage in. It is also one of the most effective tools for bridging generational differences in families.
Families of wealth are constantly looking for the secret to proliferating their fortunes over multiple generations. A key element is right before our eyes, the family’s generations.
François de Visscher (FdV): Why is it more attractive to be a direct investor as opposed to investing in private equity funds? Paul Carbone (PC): Well, I think there are several reasons.
Sex and Gender in Family Business Succession Research: A Review and Forward Agenda From a Social Construction Perspective
As practitioners we encounter gender-related issues regularly as we help business families plan for the future ownership and leadership of their enterprises.
The Impact of Adolescent Work in Family Business on Child–Parent Relationships and Psychological Well- Being
Parents who are owners of family companies are generally intensely interested in their children’s development both as healthy, aspiring individuals and as future owners.
Is It Better to Govern Managers via Agency or Stewardship? Examining Asymmetries by Family Versus Nonfamily Affiliation
The core question of the article is clear: Is agency or stewardship governance more effective for aligning the interests of (family or nonfamily) managers with those of family owners?
Points of significant change and transition in the life of a family business lead to predictable psychological reactions.
Many practitioners who advise family-owned companies employ assessments or surveys to gain a glimpse into what’s occurring in the family business system.
This is a simple adage, which, despite its universal application, is identified more with the mutual fund industry than with general philosophical statements.
Managing any business involves many challenges. But managing a family business brings with it a unique set of challenges, many due to the close emotional relationships involved.
For families in business nothing is more challenging than succession. Part of the problem is that succession is a multi-disciplinary task, involves multiple stakeholders, and is a once-in-a-lifetime challenge for most entrepreneurs. So, where to start when dealing with succession? Here is an attempt towards filling this gap – a six step process for practitioners to consider when developing a succession plan for a small to mid-sized firm. Clarifying the goals and priorities Both incumbent and successor have to clarify their goals and priorities with regard to succession. For the incumbent
Most businesses are cash guzzlers. They have liquidity cycles which usually define the remuneration structure — the way a family spends and lives its life.