When Family Businesses Misjudge CEO Successions. And How to Fix It.
Choosing a family member to lead the enterprise is rarely a purely rational decision. Familiarity, lineage, seniority, and family expectations can easily overshadow the capabilities the business will need next.
Balancing Representation with Qualification on Family Business Boards
In this week’s FFI Practitioner, contributors Omar Romman and Ben Francois explore the topic of how to balance family member and independent director participation on the board.
Choosing the Next Chair While Differentiating From the CEO: How to handle a key transition
In this week’s FFI Practitioner, Daniela Montemerlo explores the important role of the board chair in a family enterprise and explains the benefits of appointing two different people to serve as chair and CEO.
The Two Pillars of Governance in Family Enterprises: A straightforward understanding of complex systems
This week’s edition kicks off a series of articles by presenters at the virtual 2020 FFI Global Conference, October 26-28.