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.
Thanks to Steven Rolfe for this week’s edition about the importance of recognizing the impacts that a family business leader’s personal life crisis can have on the entire enterprise. In his article, Steven shares two examples and his reflections for practitioners to consider when their clients are confronted with such a scenario.
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 Marta Widz and Sameh Abadir from IMD for this article based on the Jebsen & Jessen Family Enterprise story, which illustrates how responsible leadership and early awareness can coalesce to pioneer safety, environmental sustainability, and stewardship strategies and thus lead to impactful social innovation.
This week, we are pleased to share a case study that demonstrates how effective corporate and family governance can help clarify decision-making protocols in family enterprises. Thanks to Roberto Vainrub for sharing this case with practical implications for advisors.
Thanks to Ricardo Mejia for this case study discussing how education and clear rules of engagement may still be the best strategy for developing young entrepreneurs in family enterprises.
This week, we are pleased to continue the series of commentaries on the 2086 Society sponsored research “Professionalizing the Business Family: The Five Pillars of Competent, Committed and Sustainable Ownership.”
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 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.
Thanks to this week’s contributor, Morio Nishikawa, for providing this case study about the Seibu Group, a Japanese family-owned business that faced a variety of legal challenges beginning in 1993 as the country’s laws changed, and the company’s practices and protocols were not updated.
How do we keep ourselves and our clients thriving during times of complexity and disruption? According to this week’s contributor, Eva Wathén, it comes down to resilience. Thanks to Eva for sharing this article, in which she presents the importance of taking your “strategic pulse.”
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?
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.
Is the traditional method of family business leadership succession, where the successor joins the business at a young age and gradually learns the values and business knowledge from the senior generation, still the best approach? In this week’s FFI Practitioner, contributors Zografia Bika, Peter Rosa, and Fahri Karakas examine this question through a study of a multi-generational Scottish construction company and share actionable insights for advisors helping clients with succession planning.
How can family advisors help their clients when they are so enmeshed in conflict that they seem to have erected impenetrable barriers? According to this week’s contributors, Mitzi Perdue and Amy Castoro, advisors can utilize three communication techniques to break down these barriers and address the underlying causes of the conflict. Mitzi and Amy have illustrated these techniques with an instructive case study that can be shared with clients.
Panta rhei. Everything flows and evolves. And family businesses are no exception. From the first-generation founder firm to a real family firm in later generations, and from a single business firm to a complex portfolio business. In some instances, that transition in the family firm – from one to many businesses – happens rather suddenly, in a revolutionary way. Such transformations usually require a few key elements: a natural entrepreneur in the later generations of the family and… a major liquidity event that financially enables the transformation. Marta Widz and
Thanks to Mitzi Perdue for this case study discussing some of the perils involved in misunderstanding core concepts underlying the frequently invoked “chain of command.” It is an instructive article for advisors and a case that could be shared with clients.
What can family enterprises learn from a book titled, Who Moved My Cheese? Thanks to this week’s contributor, Ashvini Chopra, for sharing a case study that applies the book’s lessons about change and adaptability to a recent scenario Ashvini encountered with one of his family business 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.
This week’s FFI Practitioner continues our series of articles written in both English and Spanish by members of the FFI IberoAmercian Virtual Study Group. Thank you to Ricardo Mejia for sharing this case study about a client who encountered an important governance dilemma – should they focus on developing their corporate governance or family governance first?