A 6-Step Path to Revitalizing Your Family Governance
Governance demands a lot of engagement and continual effort by a family. Once a business family has invested in creating family and business governance, how do they sustain the dedication, energy and commitment to keep it going?
Blended Generations - When Thinking Generationally Breaks Down
As life expectancy has expanded and the world has become more interconnected, family business leaders face an unprecedented challenge – just ask the Queen Elizabeth and Prince Charles of the British Royal Family! Before our current era, succession in a family enterprise presented a clear and discrete dividing line between generations.
Four Paths to Building a Great Business Family
It’s common knowledge that only a handful of business families continue beyond the third generation as a family with a shared enterprise. How can younger families prepare to join that exclusive club? To gain insights into this question, our research team interviewed members of 100 large, global families.
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.
A Survey of Enterprising Families' Governance Practices
Our exclusive study examines how families manage their family councils, family assemblies and other tools and structures.
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.
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?
We the People, to Form a More Perfect Union
Who needs a family constitution? The future harmony of your family and continuity of your business may well depend on going to the trouble of writing one.
United We Stand - Transition to Third Generation in Family Business
The grandchildren of entrepreneurs must pull together to overcome the governance and succession issues that cause nearly ninety percent of family businesses to fail by the third generation.
Guiding Governance: Clarifying the Practice of Family Enterprise Governance
A wealthy family cannot function truly as a democracy since certain family members may need to be responsible for some decisions as owners, fiduciaries or elders. Yet there are serious long-term risks in one person holding all the reins of power. Finding the best middle-ground for decision making in the family requires setting up healthy mechanisms to balance the twin goals of inclusiveness and leadership.
