The Heartbeat of Family Business Leadership Succession: A perspective from Southeast Asia
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.
Five Sisters and Two Executors: A case study
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.
The Impact of a Global Crisis on Family Business Transitions: Some scenarios
Thanks to this week’s contributor, Ken McCracken, for his article exploring the impact of the Covid-19 pandemic on family business succession planning.
Changing Demographics in Family Businesses: Highlights from the STEP 2019 Quantitative Survey
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.
Succession Planning Using OKR Leadership: A case study
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.
Accidental Partnerships: A new lens on sibling and cousin partnerships
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?
When Science and Law Intersect: Preparing for a new age of wealth transition planning
This week’s FFI Practitioner examines how advances in science can impact multidisciplinary approaches to family business consulting.
Cases for Clients
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.
When a Three-Legged Relay Race Replaces Passing the Baton
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.
When the Chairman is Wrong
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.
Family Business Longevity – A Flawed Quest?
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!
Control of the Dead Hand: A case study
This week, FFI Practitioner addresses estate planning, a topic of perennial importance in the field of family enterprise. Thank you to Ashvini Chopra of Bennett Coleman, for sharing a valuable lesson learned through a case study.
Legend Has It…
In the movies, we see it time and time again–the slick Wall Street villain committing the hostile corporate takeover of a do-good company, placing a closely-held family-owned business at risk of dissolution.