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Succession

Many articles or speeches about family businesses include a reference to the “three-generation rule,” which says that most don’t survive beyond three generations. But that perception could not be further from the truth.

Many articles or speeches about family businesses include a reference to the “three-generation rule,” which says that most don’t survive beyond three generations. But that perception could not be further from the truth.

Why should a family business recruit non-family talent, and in particular a non-executive director? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.

Why should a family business recruit non-family talent, and in particular a non-executive director? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.

Founding Rothermere family mulls bid to take Daily Mail group private again, Ali Group merges with Welbilt after founder Luciano Berti dies aged 89, Arnault family’s L Catterton tipped to acquire Etro family business.

Founding Rothermere family mulls bid to take Daily Mail group private again, Ali Group merges with Welbilt after founder Luciano Berti dies aged 89, Arnault family’s L Catterton tipped to acquire Etro family business.

One of the greatest challenges any business experiences in transforming from a profitable small business to a legacy enterprise is navigating the waters of succession. An effective succession plan requires more than just moving names around on an org chart or a legal charter. To invest in its future, a family enterprise must build the power of its brand.

One of the greatest challenges any business experiences in transforming from a profitable small business to a legacy enterprise is navigating the waters of succession. An effective succession plan requires more than just moving names around on an org chart or a legal charter. To invest in its future, a family enterprise must build the power of its brand.

Bernhard Gademann says his family’s elite Swiss private boarding school, Institut auf dem Rosenberg, is run like a 132-year-old startup, with the skills and attitudes of entrepreneurialism nurtured in students in a state-of-the-art, holistic learning environment.

Bernhard Gademann says his family’s elite Swiss private boarding school, Institut auf dem Rosenberg, is run like a 132-year-old startup, with the skills and attitudes of entrepreneurialism nurtured in students in a state-of-the-art, holistic learning environment.

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