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governance

August 27, 2009

Professor Randel Carlock, INSEAD’s Berghmans Lhoist chaired professor in Entrepreneurial Leadership and director, Wendel International Centre for Family Enterprise, outlines strategies to help your family business through the current storm.

In recent months many firms have laid off employees, shelved growth plans and cut budgets as the recession and general pessimism continues to afflict the business world. Amid the deepest and most widespread economic downturn for more than 50 years, international trade is forecast to fall by more than 13% and world economic activity to shrink by 2.7%, according to Paris-based body the Organisation for Economic Co-operation and Development (OECD).

August 26, 2009

It’s not just the financial losses, or the depth and breadth of this worldwide recession that is keeping many private business owners up at night – it’s the uncertainty.

It's not just the financial losses, or the depth and breadth of this worldwide recession that is keeping many private business owners up at night – it's the uncertainty. 

Uncertainty about the future of the business, an uncertainty that creates immobility, stress and distraction.

April 23, 2009

If we had to boil down the current economic crisis into one root cause it would have to be the overwhelming failure of good corporate governance. In every case from AIG, GM, Citigroup and Chrysler it seems that the real problem was the failures that occurred in the boardroom.

If we had to boil down the current economic crisis into one root cause it would have to be the overwhelming failure of good corporate governance, says Mark T Green. In every case from AIG, GM, Citigroup and Chrysler it seems that the real problem was the failures that occurred in the boardroom. Over the last few months serving on boards and working with family business clients, a constant conversation has been centered around two questions:

1) How could the board allow this to happen?

April 15, 2009

The acid test of how well we have developed the human and intellectual capital in our families is how well we withstand crisis when it hits. Even in a wealthy family, the current economic downturn is being experienced as a potentially damaging force.

The acid test of how well we have developed the human and intellectual capital in our families is how well we withstand crisis when it hits. Even in a wealthy family, the current economic downturn is being experienced as a potentially damaging force.

The wealthy may have stronger financial resources, but challenges may arise in everything from heated arguments about current risk, to certain family members who have lost significant financial assets and short tempers in otherwise more reasonable family members.
 

March 12, 2009

As the ink dries on Bernie Madoff’s confession, it is worth pointing out that family businesses are better prepared to handle today’s business crisis than their non-family counterparts because they understand two critical ideas: the meaning of leadership and the importance of values.

As the ink dries on Bernie Madoff's confession, it is worth pointing out that family businesses are better prepared to handle today's business crisis than their non-family counterparts because they understand two critical ideas: the meaning of leadership and the importance of values.

July 1, 2008

Dr Peter May explains how a constitution can help ease the struggles that family businesses face in times of succession or destabilisation, and gives advice on how best a constitution can be developed

Dr Peter May explains how a constitution can help ease the struggles that family businesses face in times of succession or destabilisation, and gives advice on how best a constitution can be developed

June 30, 2008

The chairman of family-owned Banco Santander, Emilio Botín, has given a fascinating insight into how he runs one of the largest and most profitable banks in Europe.

The chairman of family-owned Banco Santander, Emilio Botín, has given a fascinating insight into how he runs one of the largest and most profitable banks in Europe. Botín (right), whose family have led the bank since 1857, took over from his father as president in 1986.

Describing the current credit crunch as "probably the most difficult times seen by a whole generation of bankers," Botin nevertheless predicted his company would exceed €10 billion in profit this year.

November 1, 2006

Family unity is one of the keys to continuity in a family business. As the family grows, specific policies must be implemented to ensure that family members who do not actually work in the company remain committed to the corporate project, reports Kristin Cappuyns

Kristin Cappuyns  is research associate of the Family Business Chair at IESE, Business School , Barcelona, Spain. She is an IFERA Board Member.

Family unity is one of the keys to continuity in a family business. As the family grows, specific policies must be implemented to ensure that family members who do not actually work in the company remain committed to the corporate project, reports Kristin Cappuyns

November 1, 2006

Many family businesses that made the decision to go public several decades ago have been disappointed. François de Visscher explains why, though a complex and risky path, going private could be for the long-term benefit of the business

François de Visscher  is founder and president of the family business consultancy de Visscher & Co. www.devisscher.com

Many family businesses that made the decision to go public several decades ago have been disappointed. François de Visscher explains why, though a complex and risky path, going private could be for the long-term benefit of the business

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