During times of disruption, how can family enterprise advisors help their clients navigate unchartered waters to survive turbulence and prepare for an unpredictable future?
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.
Do your family business clients devote more time to fixing problems than to preventing them?
This week, FFI Practitioner explores the evolving topic of the role of women in family businesses. Thank you to this week’s contributor, Patricia Annino, for her article, which is based on her presentation at the 2019 Global Conference.
According to Mark Twain, “The secret of getting ahead is getting started.” In that light, we are pleased to share an article by Rochelle Mendelsohn that explores the reasons why family enterprises without a strategic plan should consider developing their first and outlines seven tips for advisors working with these organizations throughout the process.
Thanks to Guillermo Salazar, a member of the FFI IberoAmercian Virtual Study Group, for this article reflecting on the value of utilizing Family Diagrams in his consulting work with families over the years.
In this week’s edition, we are pleased to feature a selection of family business cases published in FFI Practitioner earlier this year. These cases can serve as effective tools to incorporate in consulting and educational work with clients and further the FFI Practitioner mission to provide readers with practical materials that support their work with multi-generational family enterprises.
Thank you to this week’s contributor, Gibb Dyer, for sharing insights he’s acquired during his thirty-five years as a family business consultant. We hope you enjoy this week’s FFI Practitioner in which the authors identifies five factors that assist family enterprises to grow and transfer their family capital to the next generation.
Thank you to this week’s contributor, Patricia Angus, who continues our series of FFI Practitioner articles written by members of the Editorial Committee. In this edition, Patricia examines what it truly means to be a “Practitioner” and the impact of ongoing practice when working with family enterprise clients.
FFI strives to advance the field of family enterprise through applied research, providing practitioners with practical applications for research conducted by academics from around the world. An example is the periodic précis written by members of the FBR Applied Research Board. Based on recent articles published in FBR, these précis summarize an article and identify implications and applications for advisers to integrate into their work with families. This week, FFI Practitioner is pleased to highlight selected FBR précis on a variety of family enterprise topics.
Welcome to the first issue of the 2019 FFI Practitioner. What better way to look forward than to talk with one of the founders of the family enterprise field? We hope you enjoy this interview with David Bork, a legend in the field and, 50 years later, still a pioneer.
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.
Thanks to Chris Casey for sharing his thoughts on what success means in family firms and some of the difficulties he encountered as he worked on his dissertation “Defining success in family firms using configurational fit: A quantitative study of family-owned construction firms” from Capella University.
This week’s FFI Practitioner addresses an often overlooked, but critical phase of the consulting process – contracting. Thank you to Judi Cunningham and Wendy Sage-Hayward for sharing this article that highlights the importance of contracting as an ongoing process, rather than a one-time discussion, and describes two levels of contracting that appear within an engagement.
Thank you to this week’s contributor, Tom Hubler, for reflecting on his more than thirty-five years as a family business consultant and sharing some valuable insights he’s gained during that time. We hope you enjoy reading about Tom’s experience and learning about what he refers to as the “soul” of family businesses.
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.