Today, we’re featuring an interview and a podcast with Dirk Junge, former CEO and Executive Chairman of the Pitcairn board, and Leslie Voth, currently Chairman, CEO and President of Pitcairn.

Thanks to the FFI Asian Circle Virtual Study Group members, Linda Salim and Kimberly Go for this week’s edition that examines the important role of the Chief Emotional Officer (CEO) in Asian family enterprises.

What should family enterprise clients do to help ensure members of the next generation are prepared to assume ownership of the enterprise when the time comes?

In this week’s FFI Practitioner, contributors Omar Romman and Ben Francois explore the topic of how to balance family member and independent director participation on the board.

Thanks to the FFI Asian Circle Virtual Study Group and Yirhan Sim for this week’s edition that features a family enterprise case that demonstrates the challenges experienced by the “sandwich generation” through the transition to lead a family enterprise.

In this week’s FFI Practitioner, Paolo Morosetti addresses the topic of family enterprise professionalization.

In this week’s FFI Practitioner, Eduardo Gentil, Bruna Tokunaga Dias, and Renata Brecailo share their observations about a common challenge facing intergenerational enterprising families

In this week’s edition, we continue our periodic series featuring a selection of family business cases previously published in FFI Practitioner.

Thank you to this week’s contributors from the FFI Asian Circle Virtual Study Group, Mita Dixit and Esther Kong.

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.

For this week’s edition, we are pleased to continue our series featuring a diverse selection of family business cases previously published in FFI Practitioner.

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.”