Meet the LGA Team
Ivan Lansberg, Ph.D.
Ivan Lansberg grew up in an entrepreneurial family in Venezuela. He has consulted with complex family businesses in the USA, Canada, Asia, Europe and Latin America, and has made significant contributions to the understanding of family business governance and succession. He was one of the founders of the Family Firm Institute (FFI) and the first editor of its professional journal, the Family Business Review.
After receiving B.A., M.A. and Ph.D. degrees from Columbia University, Ivan taught at the Columbia Graduate School of Business. He became a professor of organizational behavior at the Yale School of Organization and Management for seven years before going into consulting. His latest book, “Succeeding Generations,” published by Harvard Business School Press, has been widely praised as a landmark work.
Ivan is a frequent speaker at family business programs organized by universities and industry groups. He is on the faculty of Kellogg School of Management at Northwestern University. He lives in New York City with his wife, Margarita, and two sons.
Contact us to learn more about working with Ivan.
In addition to running the company, an integral part of a successful family enterprise leader’s job is tending to the needs of the family which owns the businesses, whether or not they are a family member.
Pundits in Washington should be careful not to paint the entire world of family enterprise with the same orange brush.
Studying the response of family enterprise systems to chronic market dysfunction and elevated risk can provide useful insights into organizational resilience and has significant implications for economic development.
In light of the many crises that haunt the daily news cycle, there is one segment of the corporate landscape that seems to be weathering the storm better than most: family businesses.
Only if they deliver services that provide comprehensive solutions.
The transfer of ownership is one of the most significant events in the life of a family business.
Future leaders, particularly in family businesses, must jump through four kinds of hoops to earn the respect—and then the support—of stakeholders.
What’s a new CEO’s biggest headache? Hint: It isn’t employees, suppliers or competitors.
The grand qualities of a founder can lead to rigidity in the business and undermine competence in successors.
Families pay a high price for not understanding that individuals grapple with different issues at different ages.