A successful entrepreneur once told me, “No amount of business success ever makes up for a family failure. If the family is not working right, sooner or later it will bring down your business.” Ten years ago this entrepreneur did something to ensure that his partnership with an older brother would not be undermined by envy and resentment.
Read MoreWe hope you enjoy this commentary from the firm's consultants on a variety of topical issues facing family enterprises. Many of the articles include PDF versions which are available for download. Please feel free to share!
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How can family enterprises keep diverse, dispersed next-generation members engaged and willing to participate? How best to nurture the entrepreneurial spirit of all members, including those outside the business? How can families harness the entrepreneurial capabilities of rising generations to grow collective wealth and know-how?
Read MoreIf you are asking this question it is likely that you are a first-generation founder wondering why you would want to bother with a “real” Board or a Family Council. You are probably asking: Why complicate things? Why involve people unnecessarily in decisions that are beyond their expertise? Doesn’t everyone understand that the main thing is to continue growing and developing the business?
Read MoreThe emerging story surrounding the role that the Sacklers, and in particular Richard Sackler, played in contributing to the current opioid crisis in the United States is the latest in a growing genre of business ethics cases where business leaders find themselves succumbing to what we might call moral collapse.
Read MoreThis introductory chapter of the book Family Firms in Latin America illustrates and summarizes the factors that make family groups in Latin America competitive and unique, based on what I have learnt during my career advising families in business in this region.
Read MoreLansberg and Gersick address continuity issues that face Chinese family firms. The senior generation “letting go," The junior generation “taking charge," and the creation of governance architecture and family collaboration that is responsive to global standards of accountability and transparency, while maintaining family commitment and investment.
Read MoreResearch has shown that the development of family companies can fall into two, sometimes three, stages. This article discusses these stages in detail and shows how they can be useful to those in leadership roles.
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Philanthropy in family enterprises operates at the crossroads of family, business, and society. Most of the research in this area is approached from the business or the individual level; thus, we have a fragmented understanding of philanthropy in family enterprises.
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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.
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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.
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