The Resilient Single Family Office: A Development Perspective
A cliché in the wealth advisory industry observes, “If you’ve seen one single family office, you’ve seen one single family office”. The implication is that single family offices, or simply family offices, come in all shapes and sizes with few possible generalisations.
Engaging Your Children in Management of Family Wealth or Business
After building a successful business, founders often shift to concern about passing it on to their “rising” generation heirs. How will the family wealth affect them?
From Traditional to Blended Cultures
Cultures in different regions of the world generate various patterns influencing business families as they integrate personal relationships, parenting, and commerce.
Fourth Culture Rising
In the 21st-century environment for business and wealth, families are rapidly converging in their values, behaviour and way of life. This convergence does not always proceed without conflict, however.
Why the Second Generation Can Make or Break Your Family Business
While the traditional view of family business is that first-generation (G1) business founders are the entrepreneurial dynamos whose work and energy drift away in subsequent generations, the Rockefellers’ story demonstrates that the second generation of a family business doesn’t have to live in the shadow of the first generation.
Reinventing Family Enterprise After the Pandemic
For a family enterprise, whether large or small, the global upheaval is deeply personal, as the loss may overturn a long legacy of success and hard work. But, coming to terms with it, and emerging well, is a deeply challenging endeavor. Many families are finding it difficult to recover.
A Survey of Enterprising Families' Governance Practices
Our exclusive study examines how families manage their family councils, family assemblies and other tools and structures.
The Two Pillars of Governance in Family Enterprises: A straightforward understanding of complex systems
Already struggling perhaps with a board of directors and a shareholders council, families are told by advisors or family members they need to add another council or assembly for the family. Family leaders are understandably confused and skeptical. Why become burdened with even more complexity?
Family Business in Mainland China
From village to global in little more than a generation. The first two generations of mainland China family enterprises. Dennis Jaffe, Ph.D., and Winnie Qian Peng, Ph.D.
The Journey Towards Governance for a Family Enterprise: Aligning Multiple Values and Priorities to Develop Family Capital
In addition to legal, financial and business advice, advisors are increasingly asked to help the family create policies about personal relationships, conflict and differences in an increasing pool of relatives, aligning goals and values, learning to work together as a cross-generational family team, and making fair and effective decisions that serve the long-term interests of the family.
