CEO succession to a non-family executive is particularly challenging to a CEO who is a family member. For executive recruiters, “Will the CEO really let go?” is always a concern expressed by those around the incumbent. This week’s edition by Bruce Walton discusses success factors that help consultants prepare their clients to let go as part of a successful leadership transition.
What organizational configurations lead to the highest levels of innovation in family firms? In this week’s edition, which is a précis of “A Configurational Approach to Family Firm Innovation,” an article appearing in the June 2019 issue of FBR, Navneet Bhatnagar explores this question and its implications for family enterprise advisors.
How can family advisors help their clients when they are so enmeshed in conflict that they seem to have erected impenetrable barriers? According to this week’s contributors, Mitzi Perdue and Amy Castoro, advisors can utilize three communication techniques to break down these barriers and address the underlying causes of the conflict. Mitzi and Amy have illustrated these techniques with an instructive case study that can be shared with clients.
This week’s FFI Practitioner concludes a two-part examination of Solution-Focused Brief Therapy (SFBT), by Brett Coffman. In this week’s edition, Brett addresses the need to look for change in clients and provides a mnemonic device to help remind practitioners about the various techniques associated with SFBT.
This week’s FFI Practitioner begins a two-part examination of Solution-Focused Brief Therapy (SFBT), an evidence-based coaching and therapy model, and its potential application to help family enterprise members find solutions to a variety of challenges. Thanks to this week’s contributor, Brett Coffman for providing this analysis.
This week’s FFI Practitioner features a conversation between Joshua Nacht and Steve Legler on the topic of “family champions” and Joshua’s recently-released book on the subject. Joshua and Steve discuss how to identify and develop a family champion as well as how practitioners can leverage a family champion in their work with family enterprises. We hope you enjoy listening!
This week’s FFI Practitioner examines how advances in science can impact multidisciplinary approaches to family business consulting and encourages professionals need to keep abreast of ongoing scientific developments as they relate to the family enterprise field Thanks to Mindy Rosenthal of the 2019-2020 FFI NYC Regional Planning Committee for contributing this article on advances in neuroscience and their impact on wealth planning.
We hope you’ve been enjoying the articles published in FFI Practitioner so far this year. This week, we’re pleased to share the most popular editions from the first quarter of 2019!
FFI strives to advance the field of family enterprise through applied research, providing practitioners with practical applications for research conducted by academics from around the world. An example is the periodic précis written by members of the FBR Applied Research Board. Based on recent articles published in FBR, these précis summarize an article and identify implications and applications for advisers to integrate into their work with families. This week, FFI Practitioner is pleased to highlight selected FBR précis on a variety of family enterprise topics.
The Family Business Consultant and the Family Enterprise Lawyer: Some thoughts on a more productive collaboration
Have the contributions that lawyers can make to family governance discussion been undervalued? So says this week’s contributor, Henry Krasnow, in a thought-provoking piece exploring how family business consultants can collaborate more productively with the company’s attorney.
From Single Business to Portfolio of Businesses: When does the family business become a business family?
Panta rhei. Everything flows and evolves. And family businesses are no exception. From the first-generation founder firm to a real family firm in later generations, and from a single business firm to a complex portfolio business. In some instances, that transition in the family firm – from one to many businesses – happens rather suddenly, in a revolutionary way. Such transformations usually require a few key elements: a natural entrepreneur in the later generations of the family and… a major liquidity event that financially enables the transformation. Marta Widz and
In this week’s FFI Practitioner, Eva Wathén examines the importance of culture within family enterprises and explores some of the differences between the cultures of family-owned and nonfamily-owned enterprises.