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August 5, 2021

In the space of one year, social awareness has escalated and brought the world together in dealing with the health, financial and commercial impact of Covid-19. The way businesses work has changed. How they engage with other people has changed. Their expectations of the companies with whom they choose to do business have grown and intensified.

In the space of one year, social awareness has escalated and brought the world together in dealing with the health, financial and commercial impact of Covid-19. The way businesses work has changed. How they engage with other people has changed. Their expectations of the companies with whom they choose to do business have grown and intensified.

This has energised businesses of many types to reflect on their purpose and values, their capability to deliver what really matters and to do so in a financially, environmentally and socially responsible way.

August 3, 2021

The role of family office leader rarely becomes available and if it does unexpectedly, it can often fall on the shoulders of internal leaders to take charge—regardless of their specialism.

The role of family office leader rarely becomes available and if it does unexpectedly, it can often fall on the shoulders of internal leaders to take charge—regardless of their specialism.

August 2, 2021

Marc Puig Guasch, third-generation principal of the global $1.8 billion Spanish family-owned fashion and fragrance business Puig, hails his father as a “titan with a human touch” who led by listening and brought out the best in people.

Marc Puig Guasch, third-generation principal of the global $1.8 billion Spanish family-owned fashion and fragrance business Puig, hails his father as a “titan with a human touch” who led by listening and brought out the best in people.

The chief executive and president of Puig went on to tell CampdenFB why the family is determined to retain control and grow the enterprise but discourage its fourth generation from management.

July 29, 2021

The most basic and perhaps most ultimately effective strategy for leaders dealing with the challenges of family business is to plan, create and maintain effective communication practices.

The most basic and perhaps most ultimately effective strategy for leaders dealing with the challenges of family business is to plan, create and maintain effective communication practices.

As family business member and consultant Vernon Holleman puts it: “Communication is critical. Honest, regular communication about where the business is, how it’s doing, how it’s sort of being run and operated.

July 23, 2021

Agnelli family’s Exor linked to Armani, Zegna family lists luxury group via $3.2 billion SPAC, Les Wexner distances from L Brands with $2.2 billion share sale.

Agnelli family’s Exor linked to Armani

The Agnelli family that made its fortune in the Italian auto industry is expanding its interests in luxury goods with apparent overtures to Armani, only months after acquiring a quarter-stake in Christian Louboutin.

Agnelli scion John Elkann (pictured left), 45, the billionaire chairman and chief executive of Exor, the family-controlled holding company, has been in talks with fashion designer Giorgio Armani, Reuters reported.

July 17, 2021

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.

Many family enterprises develop strong branding around their visionary founders. But what happens to this brand when the next generation assumes leadership? We explore how a family enterprise should build the power of its brand in conjunction with succession planning.

July 8, 2021

Up until March 2020, family business transformation would have been a major programme of change, mapped out well in advance and considered carefully by the leadership team. After all, it is defined it as a strategic change made to respond to an exceptional event and my team label it a "high-risk" corporate activity.

Up until March 2020, family business transformation would have been a major programme of change, mapped out well in advance and considered carefully by the leadership team. After all, it is defined it as a strategic change made to respond to an exceptional event and my team label it a "high-risk" corporate activity.

And then came the pandemic. It accelerated some trends at a pace we couldn’t have imagined—volatility and speed of market change is causing the creation and disappearance of business models faster than ever.

June 28, 2021

Melia Hotels International announces bullish recovery plan, Lego builds on $400 million sustainability effort with recycled bricks, Christoph Mohn succeeds mother as new ‘speaker of the family’ at Bertelsmann.

Melia Hotels International announces bullish recovery plan

The Escarrer family principal of Melia Hotels International has declared flexible expansion, digitalisation and sustainability as the key drivers behind the Spanish hotel chain’s recovery from 15 months of Covid-19 restrictions.

May 27, 2021

In the family council meeting in a city in India, the patriarch of the fast-moving consumer goods family business proudly proclaimed: “I have blocked a bed, nurse, doctor, oxygen cylinder and injection, which will be available for anyone of us if we fall prey to Covid-19. I’m not taking any chances.”

In the family council meeting in a city in India, the patriarch of the fast-moving consumer goods family business proudly proclaimed: “I have blocked a bed, nurse, doctor, oxygen cylinder and injection, which will be available for anyone of us if we fall prey to Covid-19. I’m not taking any chances.”

A hand went up: “Uncle, what if more than one of us needed it at the same time?” He smiled and said not to worry.

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