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governance

September 1, 2005

Good governance is the bedrock for effective family businesses – transparency and objectivity are key requirements in the process. Experienced and qualified outsiders on the board is a must if a company is to achieve success, writes James Hutcheson

James Olan Hutcheson is founder and president of Regeneration Partners. jim@regeneration-partners.com

Good governance is the bedrock for effective family businesses – transparency and objectivity are key requirements in the process. Experienced and qualified outsiders on the board is a must if a company is to achieve success, writes James Hutcheson

September 1, 2005

Since deregulation of the market, private business has mushroomed in Russia. But now family firms face issues such as succession and governance. The editor of the Russian version of Families in Business, Shamil Magomedov, outlines the situation

Since deregulation of the market, private business has mushroomed in Russia. But now family firms face issues such as succession and governance. The editor of the Russian version of Families in Business, Shamil Magomedov, outlines the situation

As a managing editor of the Russian edition of Families in Business, I  ask myself: What would I say about my own country? A country of great history and culture. It is a melting pot of change with amazing opportunities.
 

May 1, 2005

Every family in business needs to have a good governance structure. Johan Lambrecht describes the best way to achieve success and stability by looking closely, with some examples, at how you can rethink your strategy and mission statements for top results

Johan Lambrecht is professor at the European University College Brussels (EHSAL). He is director of the Research Centre for Entrepreneurship at EHSAL
and the Catholic University, Brussels

Every family in business needs to have a good governance structure. Johan Lambrecht describes the best way to achieve success and stability by looking closely, with some examples, at how you can rethink your strategy and mission statements for top results

May 1, 2005

Employing family members can be fraught with problems, but, argue John Ward and Steve Waichler, if it’s done with care and there is a good training and reward system in place, loyalty and commitment can strengthen your company and give it an edge

Steve Waichler is a director of Follett and president of the Waichler Family Council. John Ward is Wild Group professor of Family Business at IMD in Switzerland. www.johnlward.com

Employing family members can be fraught with problems, but, argue John Ward and Steve Waichler, if it's done with care and there is a good training and reward system in place, loyalty and commitment can strengthen your company and give it an edge

May 1, 2005

Deep-rooted resentments among siblings can stem from childhood and blight the running of a family’s business. Andrew Keyt explains how effective systems of regulation and open communication between all parties can smooth the path of a company’s trajectory

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

Deep-rooted resentments among siblings can stem from childhood and blight the running of a family's business. Andrew Keyt explains how effective systems of regulation and open communication between all parties can smooth the path of a company's trajectory

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

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