Thank you to William J. Kambas, David Guin, and Elliot Katz for this article, which provides a high-level introduction to the complex topic of compensation and incentive systems for family office leadership.

Family enterprise advisors play a crucial role in guiding their clients through an ownership transition from a sibling partnership to a cousin consortium.

Thank you to FFI Asian Circle Virtual Study Group member Christian Stewart, FFI Fellow, and co-author Matthew Flynn, ACFBA/ACFWA, for their article that explores how advisors can balance their work with family enterprises to address both the governance structures and the family culture.

Thank you to this week’s contributor, Sally Woodford, for her article exploring the many ways a family charter can help provide family enterprise clients with a foundation to strengthen family unity and sustain multigenerational success.

In today’s turbulent world, family enterprise owners must become more agile to keep up with increasing rate of change.

This week, FFI Practitioner is pleased to share an article by Vlad Barbieri and Fernanda Brasil about how advisors can approach a challenging scenario: when a family enterprise client determines that the best course of action is for the owners to separate.

This week’s FFI Practitioner podcast, which continues our series of interviews from the FFI Global Conference speakers, is a conversation with Maria Sinanis of Cambridge Family Enterprise Group.

This week, we are pleased to share a commentary about the recently released report sponsored by the FFI 2086 Society titled, “The Governance Marathon: Dynamic Durability in Entrepreneurial Families amid Disruptions.”

Thank you to this week’s contributor, Eva Wathén, for her article examining factors that contribute to family business owners’ resilience.

Non-family executives play an important role in a family enterprise – they bring valuable external professional experience to the business and have a unique vantage point of the enterprising family’s dynamics.

This week’s edition kicks off a series of articles by presenters at the in-person 2021 FFI Global Conference, October 21-22.

Thanks to this week’s contributor, FFI Fellow and founding member of FFI, Ernesto Poza, for this thought piece on the many facets of ownership in family enterprises and how effective governance can help to clarify these complex dynamics.

Thank you to FFI Fellow Ed van de Vijver for this week’s article on the importance of developing a family enterprise ownership strategy that is aligned with the family financiers’ objectives.

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.

n this week’s issue, contributor Matthew Erskine discusses estate planning measures that can be taken to prepare for the eventuality of a beneficiary’s substance abuse issues.

With the current emphasis in the field on professionalizing family business governance, this week’s contributor, Ken McCracken, explores a different approach to governance based on what the family may already be doing successfully.

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.

As an adviser, what can you do when the owner/CEO who hires you is wrong? According to Bruce Walton in this week’s edition, an objective board of directors can serve as a valuable ally to confront a misguided CEO and to get the company moving in the right direction. To illustrate his point, Bruce shares some anecdotes of how a board can help in these tricky situations.

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?