Thanks to this week’s contributor, Jerry Katz, Robert H. Brockhaus Endowed Chair of Entrepreneurship at St. Louis University (SLU), for his interview with Mike Medart, a fourth generation family member of Medart Engine, for helping us understand what motivates a family enterprise member to make a gift to a university based family business program.
When it comes to the rise of online education, the writing is on the wall…or more accurately: on the computer monitor! Yet a healthy number of people remain skeptical of the online approach. This is precisely why I’m eager for you to read this week’s Guest Blog entry by Jane Hilburt-Davis, who’s been closely following multiple studies on this subject, conducted by various accredited universities, research firms—and even the U.S. Department of Education, which did a meta-analysis on more than a thousand empirical studies about online learning, to ultimately conclude its
Guest Blogger: Andrew Keyt When preparing families for business succession planning,advisors often mistakenly narrow their focus to the single individual they deem most capable of running the business upon a CEO’s retirement. But to truly make sure families preserve their core values while maintaining strong corporate governance and sound strategic planning, advisors should make it their business togroom all next-generational family members for unique leadership positions. Since I began working with successors in 1997, I’ve seen first-hand how so many NextGen family members are ill-prepared to assume leadership roles. But this situation can be avoided