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Top 10 principles of family business succession: part one of two
August 3, 2017

Family business successions are often framed in an unsophisticated way: that there is one business, for which you nominate a successor, and plan the handover, says Gry Osnes, editor of Family Capitalism: Best Practices in Ownership & Leadership.

Family business successions are often framed in an unsophisticated way: that there is one business, for which you nominate a successor, and plan the handover, says Gry Osnes, editor of Family Capitalism: Best Practices in Ownership & Leadership.

She supervised international research which found successful family enterprises act very differently. They take a strategic and entrepreneurial approach, exploring new opportunities.

US family businesses seek new opportunities
January 9, 2013

US family businesses “have gone from warily eying their next big bet to actively seeking business growth opportunities”, according to PwC.

US family businesses “have gone from warily eying their next big bet to actively seeking business growth opportunities”, according to PwC.

The comments on 7 January came as the group released its US companion report to the PwC Global Family Business Survey. The report found that 93% of US-based respondents felt ready to capitalise on new opportunities in their immediate business environment, compared to 81% of respondents elsewhere in the world.

Lessons from India's leading family firms
June 2, 2010

Slated to become the fourth largest economy by 2050 with projected growth of 5% or more over the next 40 years, India has much to teach the rest of the world, particularly its family firms, writes Jennifer East.

Slated to become the fourth largest economy by 2050 with projected growth of 5% or more over the next 40 years, India has much to teach the rest of the world, writes Jennifer East. Family firms in particular can learn from the way many leading Indian families blend tradition and innovation to groom the next generation.
 

News: The great family business brainstorm
April 30, 2010

Professor Randel Carlock, INSEAD’s Berghmans Lhoist chaired professor in Entrepreneurial Leadership and director of the Wendel International Centre for Family Enterprise, outlines the results of a family business brainstorm at the FBN Global Summit.

Professor Randel Carlock, INSEAD's Berghmans Lhoist chaired professor in Entrepreneurial Leadership and director of the Wendel International Centre for Family Enterprise, outlines the results of a family business brainstorm at the FBN Global Summit.

Change initiators: the rewards of communication
November 1, 2007

Many business leaders are afraid of change and it takes a brave family member to initiate the conversation. But how do you ensure you get it right? Allen Bettis explains how to be a successful change initiator when waiting quietly is not an option

Allen Bettis is principal of The Legacy Associates, a family business consulting firm based in Minneapolis.

Many business leaders are afraid of change and it takes a brave family member to initiate the conversation. But how do you ensure you get it right? Allen Bettis explains how to be a successful change initiator when waiting quietly is not an option

Strategy makes a difference
May 1, 2005

Every family in business needs to have a good governance structure. Johan Lambrecht describes the best way to achieve success and stability by looking closely, with some examples, at how you can rethink your strategy and mission statements for top results

Johan Lambrecht is professor at the European University College Brussels (EHSAL). He is director of the Research Centre for Entrepreneurship at EHSAL
and the Catholic University, Brussels

Every family in business needs to have a good governance structure. Johan Lambrecht describes the best way to achieve success and stability by looking closely, with some examples, at how you can rethink your strategy and mission statements for top results

How to plan who pays for succession
April 1, 2003

It is never too late to start planning for succession. The financial/business options for providing what meets each family member’s needs are not as limited as they may at first appear

Justine Ferguson is a consultant with Family Business Solutions Limited and an associate with Wright, Johnston & Mackenzie Solicitors based in Glasgow, Scotland.

It is never too late to start planning for succession. The financial/business options for providing what meets each family member's needs are not as limited as they may at first appear

What every family member needs to know about strategy
April 1, 2003

Family owners, and all major shareholders in the family business, need to understand the strategic planning process of their business to sustain the long-term value of their company

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

Randel S Carlock is Berghmans Lhoist Professor in Entrepreneurial Leadership at INSEAD (France and Singapore) and Opus Endowed Professor of Family Enterprise at St Thomas University (USA).

How family vision drives business strategy
November 1, 2002

Imbedded values tend to lead the strategy selection process of family businesses. John Ward explains that if the family’s core beliefs are not compatible with the chosen strategy, the chances of success are much lower

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

Imbedded values tend to lead the strategy selection process of family businesses. John Ward explains that if the family's core beliefs are not compatible with the chosen strategy, the chances of success are much lower

The role of the board in family business strategy
June 1, 2002

The best strategies in family companies are sound for both their business and their ownership. When boards successfully link these two realms, family businesses can often leverage significant strategic advantages over other companies

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

The best strategies in family companies are sound for both their business and their ownership. When boards successfully link these two realms, family businesses can often leverage significant strategic advantages over other companies

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