Current thinking on strategic and managment theories and how they apply to the multi-generational family enterprise.
Thanks to this week’s contributor, Markus Weishaupt, for his article exploring the concept of antifragility and how it may apply to family business clients.
Thanks to Ricardo Mejia for this case study discussing how education and clear rules of engagement may still be the best strategy for developing young entrepreneurs in family enterprises.
Thanks to Greg McCann for this week’s article discussing some widely held notions about professional coaching and how family enterprise leaders and advisors can maximize their leadership development through effective coaching.
Thanks to this week’s contributor, Ken McCracken, for his article exploring the impact of the Covid-19 pandemic on family business succession planning.
Thanks to Leonardo Glikin, a member of the FFI IberoAmercian Virtual Study Group (VSG), for today’s article exploring five models for generational transition as he has encountered them in his family enterprise consulting practice.
Thanks to this week’s contributor, Andrea Calabrò, for summarizing the findings of the STEP 2019 Global Family Business Survey, which was introduced in the January 8 FFI Practitioner edition about applied research in the field.
Many family enterprises develop strong branding around their visionary founders. But what happens to this brand when the next generation assumes leadership?
In this week’s edition, we are pleased to share a piece about OKR Leadership, a management methodology that can help advisors organize and measure their clients’ succession planning process.
Thanks to this week’s contributor, Morio Nishikawa, for providing this case study about the Seibu Group, a Japanese family-owned business that faced a variety of legal challenges beginning in 1993 as the country’s laws changed, and the company’s practices and protocols were not updated.
How do we keep ourselves and our clients thriving during times of complexity and disruption? According to this week’s contributor, Eva Wathén, it comes down to resilience. Thanks to Eva for sharing this article, in which she presents the importance of taking your “strategic pulse.”
This week, FFI Practitioner explores the evolving topic of the role of women in family businesses. Thank you to this week’s contributor, Patricia Annino, for her article, which is based on her presentation at the 2019 Global Conference.
According to Mark Twain, “The secret of getting ahead is getting started.” In that light, we are pleased to share an article by Rochelle Mendelsohn that explores the reasons why family enterprises without a strategic plan should consider developing their first and outlines seven tips for advisors working with these organizations throughout the process.
This week, we are pleased to share the results of a research study on the succession strategies of select family-owned multigenerational German wineries.
Thank you to this week’s contributor, Maya Prabhu of the FBR Research Applied Board, for sharing her précis of “The Effect of Value Congruence Between Founder and Successor on Successor’s Willingness: The Mediating Role of the Founder–Successor Relationship” – an article that appears in the September 2019 issue of FBR.
In this week’s FFI Practitioner, we are pleased to share a précis of “Multilayered Socialization Processes in Transgenerational Family Firms” – an article that appears in the September 2019 issue of FBR.
Is the traditional method of family business leadership succession, where the successor joins the business at a young age and gradually learns the values and business knowledge from the senior generation, still the best approach? In this week’s FFI Practitioner, contributors Zografia Bika, Peter Rosa, and Fahri Karakas examine this question through a study of a multi-generational Scottish construction company and share actionable insights for advisors helping clients with succession planning.
Thank you to this week’s contributor, Randy Waesche, for this thought-provoking examination of the influence that money and financial independence can have in the succession process.