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siblings

October 13, 2014

India’s largest privately held company is introducing the third generation into the fold, with twins Isha and Akash Ambani joining the board of two of Reliance Industries’ subsidiaries.

India’s largest privately held company is introducing the third generation into the fold, with twins Isha and Akash Ambani joining the board of two of Reliance Industries’ subsidiaries.

Their father Mukesh Ambani is chief executive of the family-controlled business, which had revenues of $75 billion (€59 billion) in the last financial year.

The 23-year-old twins will each become directors of Reliance Jio Infocomm and Reliance Retail Ventures.

April 25, 2013

When brothers and sisters work together in a family business the scope for problems is huge. But if managed carefully these relationships can be both productive and fulfilling.

There’s hardly a sadder tale of sibling problems than that of the Chadha brothers, the family behind Indian conglomerate Wave. The beginning of the story will be familiar to many families – a migrant father who started a small retail business and a second generation that took that company to a new level, turning it into a successful empire with interests in food processing, technology, distilling and real estate among others.

February 10, 2010

When a founder passes and leaves the business to his children, it can have many implications if the children take different approaches to management or do not get along, writes Christian Stewart

When a founder passes and leaves the business to his children, it can have many implications if the children do not get along, writes Christian Stewart

In an Asian family business, the traditional approach is for the founder to leave ownership in equal shares amongst his children. Whilst the founder is alive the family is kept united. But when the founder is no longer around, can the siblings work together as equal owners to continue the family firm?

May 1, 2005

The young woman turned to the man sitting next to her in the restaurant during a break in a family business seminar and said: “You idiot! You’re going to make a mess of our recruitment like you did last time.”

Nigel Nicholson teaches ­organisational behaviour at London Business School, and is director of the Leadership in Family Business Research Initiative (LIFBRI). www.london.edu/family_business

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

May 1, 2005

Passing the baton of leadership to the next generation is often fraught with problems. Dennis Jaffe outlines the hurdles faced by two sets of siblings and describes how they achieved harmony in their relationships, as well as ensuring success for their businesses

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

Passing the baton of leadership to the next generation is often fraught with problems. Dennis Jaffe outlines the hurdles faced by two sets of siblings and describes how they achieved harmony in their relationships, as well as ensuring success for their businesses

January 1, 2005

Clements is a third generation family business which manufactures specialised tools for the construction industry.

Clements is a third generation family business which manufactures specialised tools for the construction industry. There are 80 full-time-equivalent staff, increased as seasonal production requires. In Clements, the third generation siblings were thrust into a sibling partnership when their father died and bequeathed them the business a decade ago. However, the bequest was inequitable – 10% for the daughter and 90% for the son. The business was not in a condition conducive to a positive sale so alternative decisions needed to be made urgently.

November 1, 2004

Running a business with siblings can be rewarding – but is often hard and stressful, too. Entrepreneurial parents can smooth the path by clarifying rules early on, and entrepreneurial siblings must set their own rules as well, explain Renata Bernhoeft and Drew Mendoza

Drew Mendoza is the managing principal of the Family Business Consulting Group.
Renata Bernhoeft is a principal with Bernhoeft Consulting in Brazil.

Running a business with siblings can be rewarding – but is often hard and stressful, too. Entrepreneurial parents can smooth the path by clarifying rules early on, and entrepreneurial siblings must set their own rules as well, explain Renata Bernhoeft and Drew Mendoza

November 1, 2003

It’s a tough job making underwear fit for a monarch, but Rigby and Peller are the experts

Melanie Stern is Section Editor of Families in Business magazine.

It's a tough job making underwear fit for a monarch, but Rigby and Peller are the experts

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