Effectively preparing members of the next generation for a variety of diverse roles within the family enterprise is necessary to ensuring the multigenerational success of the family and its business activities.

Thank you to the FFI Asian Circle Virtual Study Group and to Navneet Bhatnagar for this week’s FFI Practitioner edition, which explores the importance of taking a deliberate approach to developing next-generation family enterprise leaders.

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?

Thank you to Elaine King, this week’s contributor, for her article that provides a model for educating younger next gen family members about financial skills and practices.

In this week’s issue of FFI Practitioner, Matthew Erskine considers the ways that a prenuptial agreement can be an effective tool for family enterprises not only to protect family assets, but to articulate their philosophy and vision for the family’s future.

In this week’s FFI Practitioner, Karen Carlson examines the benefits to engaging the next generation in family enterprise philanthropy activities at a young age and provides several best practices for next generation philanthropic engagement.

In this week’s FFI Practitioner, Andrea Baars and Cydnee Griffin share findings from PwC’s Global NextGen Survey 2022 on the topic of ESG.

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 FFI Practitioner, members of FFI’s Asian Circle Virtual Study Group, Kimberly Go and FFI Fellow Paul Chung, explore the complex choices facing next gen family members about whether to join the family business and the role of family business advisors in helping the family navigate these decisions.

Thank you to Peter Jaskiewicz, Sabine Rau, and Katrina Barclay for an overview of their recent research into the hopes and desires of next generation members of family enterprises.

Thanks to this week’s author, Natalie McVeigh, for summarizing a recent US-based study on children (ages 16-26) of millionaires, presenting key points that could be useful to advisors, their clients, and researchers globally.

The month-long FFI Practitioner series of pieces relating to the theme of “Reflections” continues this week with an article by the co-chair of FFI Practitioner editorial committee, Jamie Weiner. In this article, Jamie reflects on his own experience growing up with a father who was a “giant” in his community and explores the importance of creating rites of passage for next gen family business members to create their own identity and find their voice when succeeding a parent who is a “giant.”

Thanks to this week’s contributors, Annie Koh and Esther Kong of Singapore Management University for providing a new perspective on how family business advisers can create trust and forge sustainable partnerships with the next generation. Their suggestion? The adviser should play the role of a Connector, Collaborator, and even a Co-Investor.

For this week’s FFI Practitioner, we are excited to share an interview with Kirsten Taylor-Martin about a major piece of research recently conducted by Grant Thornton. The interview, which includes useful tips and insights for advisers working with next gen family members, was actually conducted by a next gen member of Kirsten’s family - her daughter, Angelina Martin!

Despite the potential for next gen donors to become the most significant philanthropists and drivers of family enterprise to date, still little is actually known about the values and tendencies of this vital demographic.

Parents who are owners of family companies are generally intensely interested in their children’s development both as healthy, aspiring individuals and as future owners.

Thanks to Denise Federer for a new take on Next Gen leadership and how advisors can help adult children of business owners gain the respect and trust of company employees.

Family firms play an integral role in many of Asia’s economies. Unlike their counterparts in the United States and Europe, which have several generations of sustained transitions, the majority of Asian family firms are relatively young.

Myth 1: Avoiding talking about business at home generates healthy family relations. Reality: Lack of fluent communication among family members enhances the conflicts they face.

This issue concludes a three-week series of précis on the five articles in the September issue of FBR. Thanks to Ivan Lansberg for this thoughtful piece on “Mentoring Across Family-Owned Businesses”.