Educational resources, e.g., university based forums, and other formal tools for professionals to use with clients.
When an unexpected disaster strikes, and family members are unaware of a patriarch or matriarch’s end-of-life care wishes, then decisions about how to proceed can create deep-seated and long-lasting conflict that can destroy a family business. This week’s contributors, Mitzi Perdue and Jane Beddall share insights from their experiences and advice about how to address this sensitive subject with your clients.
This week, FFI Practitioner examines the complicated situation occurring when the family enterprise is owned in trust and the trustees simultaneously serve on the Board of Directors. Thank you to Patricia Annino for exploring the numerous issues and conflicts that can arise through the following case study.
For family businesses, there is no one-size-fits-all approach to governance and advisers need to understand each family’s unique values and ownership philosophies before attempting to implement specific governance structures. Thanks to Marta Widz and Benoît Leleux from IMD for illustrating this point by sharing two cases where the family businesses have divergent ownership philosophies but have both excelled in their governance practices.
Whether or not to highlight the involvement of the family in the business’ branding as a means of differentiating the business from its competition, is a question that confronts many family-owned businesses. In this week’s FFI Practitioner, Isabel Botero and Tomasz Fediuk explore both sides of this issue and share three central aspects of family business branding.
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.
Thanks to Nick Moody of Campden Wealth for this week’s article on Hidden Champions, in which he provides examples of typical family business enterprises that drive the world’s economies, but are not household names. And…he offers readers an opportunity to expand public awareness of the impact of these family businesses worldwide.
When confronted with the need to go outside the family company for new leadership, most families have no idea what that process entails and how to go about it. This case study will help advisers guide clients wrestling with such an issue and recognize the value of resources available to help. Thanks to Bruce Walton of Battalia Winston for the article and case study.
This week’s FFI Practitioner Edition by Michael Madera categorizes the mindset of many family firms in the midst of transition into “Hold, Mix, and Shift.”
Many practitioners who advise family-owned companies employ assessments or surveys to gain a glimpse into what’s occurring in the family business system.
Lanie Jordan, co-chair of The Practitioner Editorial Committee interviews UMass’s Alan Robinson on corporate creativity and innovation. “In organizations with effective idea systems, roughly 80 percent of overall performance improvement comes from front line ideas.”
Thanks to Steve Legler for this week’s article –complete with the sample page that facilitates the process he describes. See below for Getting Everybody on the Same Page (By Getting EveryTHING on One Page).
This week’s Practitioner features the Family Enterprise Case Competition (FECC) held at the University of Vermont in mid-January. One of the nice things about being The Practitioner is that you get invited places!
Women do it differently, we’re told, and this is true of many influential women in family firms.
While family-owned businesses have existed and evolved for centuries, knowledge of their systemic distinctiveness has a far more recent origin. Research in the field dates from just 25 to 30 years ago, but has since evolved at an exponential rate. Fortunately, this recent origin means that pioneers are still around and able to reflect on the evolution of the field. In this interview, Ken Moores talks with the co-directors of Northwestern University’s Kellogg Center for Family Enterprises, John Ward and Justin Craig. John was there at the beginning while Justin, a
As advisors, we seek to help our clients evolve to different places. Sometimes this entails changing strategies, growing the business, advancing the professionalization agenda, developing next generation leaders or increasing knowledge and awareness of their uniqueness.