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governance

March 1, 2005

Family members who are fulfilled and happy with their lives will work better as a team, says Christine Harland. Individuals should be encouraged to maximise their human and intellectual potential – and not feel as if they are threatening the family unit

Christine Harland is director of Camden Writers. www.camdemwriters.com

Family members who are fulfilled and happy with their lives will work better as a team, says Christine Harland. Individuals should be encouraged to maximise their human and intellectual potential – and not feel as if they are threatening the family unit

"How do we grow great individuals? That is the fundamental issue."

March 1, 2005

Family councils and boards are have long been linked to the notion of good governance, but without true accountability family business may find themselves in one too many logjams. Andrew Keyt explains

Andrew Keyt  is president of the US chapter of the FBN and executive director of the Loyola University Chicago Family Business Center.

Family councils and boards are have long been linked to the notion of good governance, but without true accountability family business may find themselves in one too many logjams. Andrew Keyt explains

March 1, 2005

In the difficult business environment following the stock market boom, family businesses often found themselves more adaptable than other companies. The key to their success: good family governance, argues Fidel Stöhlker and Franzika Müller Tiberini

Fidel S Ftöhlker is managing partner of Klaus J Stöhlker, a public relations company based in Zollikon, Switzerland.
Franziska Muller Tiberini is the owner of familienunternehmen.ch, a consultancy in Zurich for family-owned companies.

In the difficult business environment following the stock market boom, family businesses often found themselves more adaptable than other companies. The key to their success: good family governance, argues Fidel Stöhlker and Franzika Müller Tiberini

January 1, 2005

The Scotch whisky firm William Grant and Sons is a beacon of good practice in family governance. But this was a hard-won system that has evolved since 1998. Bill Gordon gives some inspiring insights into a bumpy journey that ended in a stable destination

Bill Gordon was chairman of William Grant & Sons' family council for five years

The Scotch whisky firm William Grant and Sons is a beacon of good practice in family governance. But this was a hard-won system that has evolved since 1998. Bill Gordon gives some inspiring insights into a bumpy journey that ended in a stable destination

January 1, 2005

It takes a lot more than entrepreneurial spirit to sustain a family and its long-term business success – vision, values and planning also play a role. The key, as Amy Braden discovers, is integrating them

Amy Braden is a managing director of JPMorgan Private Bank and head of its Family Wealth Centre in New York. www.jpmorgan.com/privatebank

It takes a lot more than entrepreneurial spirit to sustain a family and its long-term business success – vision, values and planning also play a role. The key, as Amy Braden discovers, is integrating them

November 1, 2004

Transfer of the family business is a continuing process. One can hire specialists to deal with financial and fiscal-legal regulations but Johan Lambrecht explains why the soft elements of the process must be addressed and fostered by the family

Johan Lambrecht is professor at EHSAL Business School in Brussels and director of the Research Centre for Entrepreneurship, EHSAL-KU Brussels.

Transfer of the family business is a continuing process. One can hire specialists to deal with financial and fiscal-legal regulations but Johan Lambrecht explains why the soft elements of the process must be addressed and fostered by the family

September 1, 2004

The concept of learning is gaining currency among researchers in entrepreneurship and family business. So are disputes in a family business a constructive or a destructive force for change? Andrew Godfrey and John Tucker explain

Andrew Godfrey is international director of PRIMA, the family business consulting practice of Grant Thornton. John Tucker is head of UK Family Business Services at Grant Thorn­­ton.

The concept of learning is gaining currency among researchers in entrepreneurship and family business. So are disputes in a family business a constructive or a destructive force for change? Andrew Godfrey and John Tucker explain

September 1, 2004

Family meetings are not a time to dwell on grievances or conflicts but an opportunity to to talk openly and honestly about any personal family and business issues relating to their legacy, says Dennis Jaffe

Dennis Jaffe is a founding member of the Aspen Family Business Group.

Family meetings are not a time to dwell on grievances or conflicts but an opportunity to to talk openly and honestly about any personal family and business issues relating to their legacy, says Dennis Jaffe

A family meeting is a gathering of all family members in a quiet and comfortable place – for instance, a vacation home – with the specific aim of talking openly and honestly to each other about their feelings, issues and desires.

September 1, 2004

The relationship between fairness and how decisions are made

Randel Carlock is the Berghmans/Lhoist chaired professor in Entrepreneurial Leadership at INSEAD. 
Christine Blondel is senior research programme manager, INSEAD Initiative for Family Enterprise.

The relationship between fairness and how decisions are made

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