Thanks to Doug Gray for his article on VIA Classification assessment tools, which can help family enterprise practitioners think differently about their clients’ family system.

This week, we are pleased to continue the series of commentaries on the 2086 Society sponsored research “Professionalizing the Business Family: The Five Pillars of Competent, Committed and Sustainable Ownership.”

During times of disruption, how can family enterprise advisors help their clients navigate unchartered waters to survive turbulence and prepare for an unpredictable future?

Thanks to Greg McCann for this week’s article discussing some widely held notions about professional coaching and how family enterprise leaders and advisors can maximize their leadership development through effective coaching.

Thanks to this week’s contributor, Ken McCracken, for his article exploring the impact of the Covid-19 pandemic on family business succession planning.

This week, we are pleased to continue our series of commentaries on “Professionalizing the Business Family: The Five Pillars of Competent, Committed and Sustainable Ownership” – a research report supported by the FFI 2086 Society.

This week, we are pleased to share a family business case illustrating how Firmenich, the world’s largest privately-owned perfume and taste company, has utilized their concentrated family ownership and governance model to navigate worldwide crises.

In the midst of the Covid-19 pandemic, family enterprise advisors have been forced to evolve their practices to adapt to working remotely with their clients.

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 2020!

Thanks to Leonardo Glikin, a member of the FFI IberoAmercian Virtual Study Group (VSG), for today’s article exploring five models for generational transition as he has encountered them in his family enterprise consulting practice.

Thank you to research report authors Claudia Astrachan and Torsten Pieper and FFI Fellow Andrew Keyt for this timely article on family cohesion, explaining how cohesion can drive family enterprise resilience to cope with disruption such as a worldwide pandemic.

Thanks to this week’s contributor, Andrea Calabrò, for summarizing the findings of the STEP 2019 Global Family Business Survey, which was introduced in the January 8 FFI Practitioner edition about applied research in the field.

Many family enterprises develop strong branding around their visionary founders. But what happens to this brand when the next generation assumes leadership?

Do your family business clients devote more time to fixing problems than to preventing them?

This week we are pleased to continue our series of commentaries on the recently released report, sponsored by the 2086 Society, entitled “Professionalizing the Business Family: The Five Pillars of Competent, Committed and Sustainable Ownership.”

In this week’s edition, we are pleased to share a piece about OKR Leadership, a management methodology that can help advisors organize and measure their clients’ succession planning process.

With the current emphasis in the field on professionalizing family business governance, this week’s contributor, Ken McCracken, explores a different approach to governance based on what the family may already be doing successfully.

For this week’s edition, we are pleased to continue our series featuring a diverse selection of family business cases previously published in FFI Practitioner.

This week, we are pleased to share the first in a series of commentaries by members of the FFI 2086 Society about a recently released report sponsored by the group titled, “Professionalizing the Business Family: The Five Pillars of Competent, Committed and Sustainable Ownership.”

Thanks to this week’s contributor, Morio Nishikawa, for providing this case study about the Seibu Group, a Japanese family-owned business that faced a variety of legal challenges beginning in 1993 as the country’s laws changed, and the company’s practices and protocols were not updated.