Examples of typical family governance structures, e.g., family constitutions, as well as emerging models.
Thank you to this week’s contributors, Doug Gray and Natalie McVeigh, for their article that challenges practitioners’ reliance on bi-directional models that force “either-or” approaches to the complex issues confronting family enterprises.
This week’s edition kicks off a series of articles by presenters at the virtual 2020 FFI Global Conference, October 26-28.
This week, FFI Practitioner is pleased to share an article by Ashvini Chopra in which he discusses family constitutions from an Indian perspective.
Thank you to this week’s contributors, Randel Carlock and Keng-Fun Loh, for this examination of the enhanced Parallel Planning Process (PPP), a tool that can help advisors to professionalize the family and business planning process.
This week, FFI Practitioner is pleased to share an interview with Dr. Salvatore Tomaselli, where he explains the development of his Family-in-Business Model Canvas, an adaptation of the Business Model Canvas, that Dr. Tomaselli has applied to his work with family enterprises.
This week’s FFI Practitioner continues a series of articles written by members of the FFI IberoAmerican Virtual Study Group that are available in both English and Spanish. Thanks to Miguel Angel Gallo and Begoña Pereira-Otero for their examination of what constitutes an appropriate exercise of power by family business owners. We hope you enjoy this article in either (or both) languages!
This week’s FFI Practitioner concludes our two-part series commemorating the 40th anniversary of the influential Three-Circle Model. Thank you to FFI Fellows Pramodita Sharma and John Davis for sharing their insightful conversation about future the future of the model, research, and the field.
To celebrate the 40th anniversary of the legendary Three-Circle Model, FFI Practitioner is excited to share two editions about the model during the month of June. For the first edition, we’d like to thank Pramodita Sharma for her interview about the inception and impact of the model on the field with one of its two creators, John Davis.
For family businesses, there is no one-size-fits-all approach to governance and advisers need to understand each family’s unique values and ownership philosophies before attempting to implement specific governance structures. Thanks to Marta Widz and Benoît Leleux from IMD for illustrating this point by sharing two cases where the family businesses have divergent ownership philosophies but have both excelled in their governance practices.
What better way to start a new year than to look at some classic models in the family enterprise field and offer forward facing ideas. Thanks to FFI Fellow Paul Karofsky of Transition Consulting Group for refining some of his early work on a multi-roles model and providing examples from his client base for consideration by the readers of FFI Practitioner.
The core question of the article is clear: Is agency or stewardship governance more effective for aligning the interests of (family or nonfamily) managers with those of family owners?
Corporate scandals and financial meltdowns have led to corporate governance reforms all around the world. In addition to the rules and laws that firms have to legally comply with, several self-regulatory codes or ‘soft-laws’ have been enacted in many countries.
It’s a paradox: Some family owner groups in the third, fourth, fifth generation, and beyond, have sophisticated governance structures and a history of embracing world-class family business advisory help.
Thanks to this week’s contributors Josh Baron and Nick Di Loreto of BanyonGlobal for their article “Is Your Client’s Generational Transition Stuck?
Hong Kong has had many well-publicized family business disputes in recent years. One such dispute involves a famous roast goose restaurant in the heart of the Central District called Yung Kee.
Japan is known as a country of long-lived firms. We have almost 3,937 companies that have been in business for more than 200 years.
Two theories of organizational behavior, namely agency theory and stewardship theory, have frequently been used to explain the unique aspects of family firms.