FFI Practitioner is pleased to feature a podcast conversation with Sir Andrew Likierman, 2025 recipient of the 2086 Society’s FFI Scholar-in-Residence grant.

Thank you to Claudia Binz Astrachan for this précis of the FBR article “Do Family Owners Hold Nonfamily CEOs More Accountable Than Family CEOs for Firm Performance? A Dynamic Perspective,” from the September 2024 issue.

Thank you to Isabella Otero, PhD, for this article discussing the benefits available to clients who consider management of the family firm holistically, approaching it as a diversified portfolio rather than a single business.

Thank you to FFI Fellow Patricia Annino, member of the 2025 Conference Program Committee, for this article about the many complexities to consider when a client wants to leave a family enterprise.

Thanks to Mette Ballari for today’s FFI Practitioner article, which discusses the missing link in family business growth.

In this week’s edition of FFI Practitioner, Phelps Wood and Bill Stranberg highlight strategies for family enterprise advisors to consider when client families first bring a non-family executive into the business as CEO.

In this week’s edition of FFI Practitioner, Dr. Brad Bechtold explores the possible utility of AI applications in family advisory practice for both individual advisors and multidisciplinary advisory teams.

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

FFI Practitioner is pleased to share a conversation with Sir Andrew Likierman, Professor of Management Practice at the London Business School, who is delivering the closing keynote at the 2024 FFI Global Conference, entitled “So What Do I Do Now? Better Judgments in the Family Firm.”

Thank you to FFI Asian Circle Virtual Study Group members Joanna Sun, ACFBA/ACFWA, and Kimberly Go, CFBA/CFWA, for their article that outlines principles from The Art of War, a classic text of military strategy from Chinese philosopher Sun Tzu, and applies them to family advisory practice.

Continuing our quarterly series on the FFI conference theme, “Mean Time: Time, Timing, and Timelessness in Family Enterprise,” through the month of July we are pleased to feature issues related to presentations that will be made in London in October.

For family enterprises, passing ownership from the founder to the next generation represents a critical transition that requires careful planning to help the family prepare for increasingly complex decision-making processes.

This week’s FFI Practitioner is dedicated to exploring the vital role of leadership in family enterprises.

Thanks to Sajjad Hamid for contributing this article on incorporating entrepreneurial and intrapreneurial education into family enterprise consulting engagements.

This week we are pleased to continue our series of guest-curated FFI Practitioner articles with Donald Neubaum, editor of Family Business Review.

Thanks to Doug Gray and FFI Fellow Natalie McVeigh for providing two case studies about how they utilize 360 assessments to provide comprehensive and objective feedback to family business leaders and to evaluate potential next generation successors.

FFI Practitioner is pleased to host Adam Ifshin, CEO of DLC Management, and Rocki-Lee DeWitt, Professor of Management in the Grossman School of Business at the University of Vermont, in a conversation based on their upcoming session at the FFI Global Conference in New York, October 25-27.

With the growing popularity and continued evolution of AI platforms, such as ChatGPT, increased questions have been raised about their ability to complete more complex functions.

Thank you to this week’s contributor, Maria Milanetti, for her article that presents a simplified model for engaging family enterprise clients in an efficient strategic planning process.

This week, Paolo Morosetti explores the complexities involved in the process of selecting the successor in a family enterprise and shares an approach to help your clients answer the fundamental question of whether to select an internal or external successor.