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Family & Business Interface

Thoughts and ideas on the appropriate interfaces between the family and the company and/or how the family organizes for governing itself in addition to its interface with the governance structure of the company.

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?

The decision-making process within a family business can be one of the most complex issues confronting consultants when working with a client. This week, we’re fortunate to share an article from Luis Medina, where he examines these complex processes within the context of Latin American family businesses.

In this week’s FFI Practitioner, Bruce Walton of Battalia Winston addresses the question of how Investor Relations differ in family-owned businesses. His conclusions, based on interviews with accomplished governance leaders, fall into three common themes – communicate, educate, and “mechanate.”

In this week’s FFI Practitioner, we are pleased to share a compelling précis of “Nonfamily Members in Family Firms: A Review and Future Research Agenda” – an article that appears in the March 2018 issue of FBR. Thanks to Guido Corbetta of the FBR Research Applied Board for sharing an insightful review of the research’s key findings as well as discussing its practical implications for advisers in the field.

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!

Thanks to Alberto Gimeno of the FBR Research Applied Board for his thoughtful précis of “Family Constitution and Business Performance: Moderating Factors” – an article that appears in the December 2017 issue of FBR.

When family businesses recruit outside executives, “A-level” candidates expect best practices within company governance and the search process.

(Authors: Antonio J. Revilla, Ana Perez-Luno, and Maria Jesus Nieto) Research Applied précis prepared by Kim Schneider Malek, Family Enterprise Alliance, LLC Family firms aim to survive, thrive, and outperform the competition.

Business is all about the future. An entrepreneur takes an idea and makes it into a service or product that people will want, even need, for years to come.

The authors of this study were interested in the effect of institutional transformation on family firm performance.

In this issue of The Practitioner, Kirby Rosplock from The Practitioner Editorial Committee interviews Barbara Hauser on the topic of family governance as it relates to the 2016 conference of theme of Adapt | Evolve | Transform.

If you know what will happen, it is easier to be prepared. If you don’t know, then you’ll have to adapt to whatever happens.

If it’s true that family businesses are influenced by a variety of myths, how does this impact our ability to ensure that our clients can thrive in a competitive global landscape?

Myth: The consulting focus should be on the entire family system only. Reality: Focusing on the individual earlier in the consulting process may help bring needed change.

Research Applied précis prepared by John L. Ward, Kellogg School of Management, Northwestern University When and why do family firms hire, or not hire, non-family executives?

This is the second in the February series of “Blogs from the Board.” Thanks to Adib Rashid for this blog on “Governance, Succession and the Middle East Family Business”.

Grounded in the context of the emerging economies, this paper seeks to examine the professionalization of family firms and the related performance impact during the post-IPO (Initial Public Offering) stage.

The Kingdom of Saudi Arabia is a “closed” country: a visa is needed to enter, and they are not easily granted.

Thanks to Sylvain Daudel of the EDHEC Family Business Center for a thoughtful article and practical advice on how to increase the inter-generational transmission rate in a complex, global, competitive and uncertain environment.