Decisions on how to sell, continue or diversify a company from one generation to another are complex; these varied articles approach the topic in multiple ways.
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.
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.
Thanks to the FFI Asian Circle Virtual Study Group and Yirhan Sim for this week’s edition that features a family enterprise case that demonstrates the challenges experienced by the “sandwich generation” through the transition to lead a family enterprise.
In this week’s issue of FFI Practitioner, Matthew Erskine considers the ways that a prenuptial agreement can be an effective tool for family enterprises not only to protect family assets, but to articulate their philosophy and vision for the family’s future.
Thanks to the FFI Asian Circle Virtual Study Group and Linda Salim for this week’s edition featuring mini-cases on succession planning in three Chinese-Indonesian family enterprises with lessons for advisors around the world.
In this week’s FFI Practitioner, Daniela Montemerlo explores the important role of the board chair in a family enterprise and explains the benefits of appointing two different people to serve as chair and CEO.
In this week’s FFI Practitioner, Steve Legler shares his observation that, in some family enterprises, when a generational shift occurs, an existing corporate hierarchy may transform into a less defined and ambiguous structure when the next gen leaders have roughly equivalent managerial roles.
In this week’s edition of FFI Practitioner, FFI Fellow Patricia Annino explores the impact that the sudden death of a family business leader can have on the entire enterprise.
Thank you to this week’s contributor, Luz Leyda Vega-Rosado, for her article exploring a phenomenon she refers to as, “reverse succession.”
This week’s edition continues the series of editions by presenters at the in-person 2021 FFI Global Conference, with an article by Andrew Keyt, who will be presenting alongside Dr. Fabian Bernhard at the conference on October 21.
Thank you to this week’s contributors from the FFI Asian Circle Virtual Study Group, Mita Dixit and Esther Kong.
In this week’s edition of FFI Practitioner, Jonathan Ramos explores the unique challenges faced by enterprising families when making the transition from the second to the third generations.
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.