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next generation

November 1, 2004

Jean Duval had mixed feelings as he left the family meeting and drove back home.

Jean Duval had mixed feelings as he left the family meeting and drove back home. Once again he was very pleased with the outstanding results of the family business, Duval Food, which the management had presented to the family at the meeting. For the fifth time in a row, both sales and profits had risen significantly.

Jean was also highly satisfied with the excellent understanding which prevailed among his four children during the meeting.

November 1, 2004

Parents are the most influential factor in unleashing the next generation's entrepreneurial development. Daisy Medici explains how parents can foster entrepreneurship by giving children permission to express their passions, experience failures and celebrate successes against a backdrop of family love, respect and core values

Daisy Medici is managing director of Genus Resources, a family business consulting firm.

Parents are the most influential factor in unleashing the next generation's entrepreneurial development. Daisy Medici explains how parents can foster entrepreneurship by giving children permission to express their passions, experience failures and celebrate successes against a backdrop of family love, respect and core values

September 1, 2004

The end of succession by autocratic decree wasn’t the threat it appeared. Career choice has paved the way for a uniquely business-savvy next generation – who join the fold because they’re passionate about their family business. Melanie Stern reports

Melanie Stern is section editor of Families in Business magazine.

The end of succession by autocratic decree wasn't the threat it appeared. Career choice has paved the way for a uniquely business-savvy next generation – who join the fold because they're passionate about their family business. Melanie Stern reports

July 1, 2004

Our 2004 Conference brought together a broad group of speakers including some leading family business owners – from across the UK, Ireland, Switzerland and the Netherlands – to discuss their perspectives on the issue of managing transitions. Here’s my pick of some of the most interesting discussion points that came up.

Grant Gordon is director general of the Institute for Family Business (UK). www.ifb.org.uk

Our 2004 Conference brought together a broad group of speakers including some leading family business owners – from across the UK, Ireland, Switzerland and the Netherlands – to discuss their perspectives on the issue of managing transitions. Here's my pick of some of the most interesting discussion points that came up.

A model for transitions

July 1, 2004

One of the first features I wrote was on how easy it can be to drift into the family business.

John Stepek  is the son of a retired second generation family business owner. He lives and works in London as a finance journalist.

One of the first features I wrote was on how easy it can be to drift into the family business. I called it 'The Marshmallow Effect' – where an heir is dissuaded from making hard choices about their future by opting for the apparently soft, comfortable option of the family business, only to find once inside, the environment is somewhat suffocating and too sticky to leave.

July 1, 2004

Many younger generation members find themselves in the position of a predestined future in the family business. This personal experience argues that work experience outside the family business is good preparation

Bella Hopewell is a managing partner with C. Hoare & Co.

Many younger generation members find themselves in the position of a predestined future in the family business. This personal experience argues that work experience outside the family business is good preparation

March 1, 2004

Successful business families can provide their children a sense of well-being and privilege, but in doing so are they sheltering them from adversity, or denying the next generation a golden opportunity to be challenged?

Fredda Herz Brown is a Managing Partner at the Metropolitan Group in New Jersey

Successful business families can provide their children a sense of well-being and privilege, but in doing so are they sheltering them from adversity, or denying the next generation a golden opportunity to be challenged?

March 1, 2004

By using the ‘four phases of succession’ a family business owner can pinpoint precisely where the business is and then smoothen the transition to the next generation. But the key is to take painstaking care during the early phases

Dennis T Jaffe is Professor at Saybrook Graduate School in San Francisco, author of Working With The Ones You Love and a founding member of the Aspen Family Business Group.

By using the 'four phases of succession' a family business owner can pinpoint precisely where the business is and then smoothen the transition to the next generation. But the key is to take painstaking care during the early phases

March 1, 2004

Opening their doors to a group of young UK, Dutch and Swedish family business members in November Bettys & Taylors of Harrogate shared their formula for success. During the one-day visit, moderated by Professor Randel Carlock (INSEAD), they revealed how the owners had made some radical changes in order to ensure long-term success and sustainability for the family and their enterprise.

Grant Gordon is Director General for the Institute for Family Business (UK).

Opening their doors to a group of young UK, Dutch and Swedish family business members in November Bettys & Taylors of Harrogate shared their formula for success. During the one-day visit, moderated by Professor Randel Carlock (INSEAD), they revealed how the owners had made some radical changes in order to ensure long-term success and sustainability for the family and their enterprise.

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