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Governance
How do families keep the creative spark alive while keeping order? The awkward truth at the heart of family governance is that procedural frameworks and innovation are not natural bedfellows.
With an estimated $4 trillion expected to be passed down within a generation in North America and the UK alone, robust succession planning is paramount—but it can cause dilemmas. What are the options for those family business owners who are now approaching retirement, but whose children and grandchildren are either interested in pursuing alternative careers or too young to take on the business?
Time is running out for 100,000 small and medium sized enterprises in Germany which plan to complete their succession plans by the end of 2019, but either have not found a successor or have not yet started to search for one.
While The Global Family Office Report 2017 (GFOR) stops short of offering advice, the experts behind the study inevitably have their own opinions about the future of the family office sector. Here, Rebecca Gooch, research director at Campden Wealth, and Sara Ferrari, head of global family offices at UBS, share their thoughts on the risks and rewards ahead
Hong Kong’s highest profile family business patriarch is to retire in May, passing several chairman roles to his 53 year-old son, Victor.
Global principals and the next generation are slowly taking steps to ensure the family fortune lives beyond its founder, but there’s still work to be done. We find out why failing to plan for succession is planning to fail.
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