The case studies included here are brief vignettes that can be used by professionals as conversation starters or for in-depth analysis in the consulting process.
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.
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.”
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.
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.
Case study has emerged as a prominent methodological approach for qualitative researchers interested in family business (FB).
Culture is often thought of as a set of fixed, rigid, unchangeable characteristics belonging to a group in a specific geographic area.
This week’s Practitioner features the Family Enterprise Case Competition held at the University of Vermont, January 15-17. One of the nice things about being The Practitioner is that you get invited places!
Research Applied précis prepared by John L. Ward, Kellogg School of Management, Northwestern University Family first or business first?
Everyone will be familiar with a version of the entrepreneur’s story that celebrates the personal achievements of an individual who succeeds, sometimes after overcoming adversity through a combination of hard work and innate talent.