This week, Paolo Morosetti explores the complexities involved in the process of selecting the successor in a family enterprise and shares an approach to help your clients answer the fundamental question of whether to select an internal or external successor.
Thanks to the FFI Asian Circle Virtual Study Group and Yirhan Sim for this week’s edition that features a family enterprise case that demonstrates the challenges experienced by the “sandwich generation” through the transition to lead a family enterprise.
Thanks to the FFI Asian Circle Virtual Study Group and Linda Salim for this week’s edition featuring mini-cases on succession planning in three Chinese-Indonesian family enterprises with lessons for advisors around the world.
In this week’s FFI Practitioner, Paolo Morosetti addresses the topic of family enterprise professionalization.
“I’m Never Working for My Family Business.” What I Learned from My Transition to My Family Business and Becoming a Family Advisor
In this week’s FFI Practitioner, members of FFI’s Asian Circle Virtual Study Group, Kimberly Go and FFI Fellow Paul Chung, explore the complex choices facing next gen family members about whether to join the family business and the role of family business advisors in helping the family navigate these decisions.
In this week’s FFI Practitioner, Steve Legler shares his observation that, in some family enterprises, when a generational shift occurs, an existing corporate hierarchy may transform into a less defined and ambiguous structure when the next gen leaders have roughly equivalent managerial roles.
In this week’s edition of FFI Practitioner, FFI Fellow Patricia Annino explores the impact that the sudden death of a family business leader can have on the entire enterprise.
Thank you to this week’s contributors from the FFI Asian Circle Virtual Study Group, Mita Dixit and Esther Kong.
In this week’s edition of FFI Practitioner, Jonathan Ramos explores the unique challenges faced by enterprising families when making the transition from the second to the third generations.
Thanks to Vijay Sathe, Alfredo Enrione, Donna Finley for this week’s edition, which is a case study about how five sisters, who suddenly and unexpectedly inherited their father’s businesses, and how they dealt with the influence of two executors to reach harmonious ownership of the family enterprise.
Thanks to this week’s contributor, Ken McCracken, for his article exploring the impact of the Covid-19 pandemic on family business succession planning.
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.
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.
At first, it seemed ridiculous – how could they possibly fill the shoes of their father, Greg, who built such a remarkable portfolio of commercial real estate holdings? And how would they ever figure out how to work together?
This week’s FFI Practitioner examines how advances in science can impact multidisciplinary approaches to family business consulting.
Family business cases can serve as powerful tools to integrate into consulting and educational work with clients. Cases provide an engaging way for family enterprise members to recognize issues similar to the ones they face, helping evaluate potential, less emotionally-charged solutions. To further this publication’s mission to provide readers with practical materials that support their work with multi-generational family enterprises, we are pleased to feature a selection of family business cases previously published in FFI Practitioner.
Thanks to Gaia Marchisio for this week’s article which discusses the importance of recognizing and addressing strong beliefs about “universal truths” and misconceptions in the field of family enterprise. In this article, Gaia urges advisers to avoid becoming too narrow-minded and entrenched in an established way of thinking. Instead, she encourages advisers to maintain an outsider’s perspective on conventional family business truths that are often taken for granted.
As an adviser, what can you do when the owner/CEO who hires you is wrong? According to Bruce Walton in this week’s edition, an objective board of directors can serve as a valuable ally to confront a misguided CEO and to get the company moving in the right direction. To illustrate his point, Bruce shares some anecdotes of how a board can help in these tricky situations.
Is the pursuit of longevity by family businesses a flawed goal? Almost every practitioner would strongly answer ‘no!” However, for this week’s edition, Asher Noor has decided to adopt the contrarian position in this provocative and Shakespearean inspired piece. Let the play begin!