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transition

November 25, 2010

Strategic decision making is more complex for a family business than for a non-family business, writes Jurgen Geerlings.

Strategic decision making is more complex for a family business than for a non-family business, writes Jurgen Geerlings.

The directors have to take into account that their decisions will affect the business, the family and the owners at the same time. Some consequences will have to be dealt with shortly after a decision has been made, other decisions will have a long-term impact.

August 26, 2009

In this time of economic turmoil, some people are questioning the Anglo-Saxon model of capitalism, which emphasises shareholder value.

In this time of economic turmoil, some people are questioning the Anglo-Saxon model of capitalism, which emphasises shareholder value. In searching for an alternative model, others have extolled the virtues of family capitalism. At the same time, the economic climate has imposed a stress test on some families and their businesses, which has fractured family unity.

June 1, 2002

The ultimate challenge is to create the global ‘family business’ focused on improving the health of the global economic system. How can you contribute your business knowledge and finance to the welfare of those in need – and sustain profit?

Rinaldo S Brutoco is President of the World Business Academy, which he founded in 1986. He is also Principal of the ShangriLa Group, his private consulting organisation and is co-author of several books, including Profiles in Power and New Paradigms in Business.

The ultimate challenge is to create the global 'family business' focused on improving the health of the global economic system. How can you contribute your business knowledge and finance to the welfare of those in need – and sustain profit?

January 1, 2002

Finding the right model of governance at a time of complex change requires essential re-thinking. Focusing on the potential future scenarios and being educated in the key issues are good starting points for an effective transition

Successful adaptationto the challenges of generational transitions requires a fundamental re-thinking of the governance model that may have functioned effectively in the previous generation – particularly in family companies evolving to sibling or cousin partnerships. In these cases, the structure of ownership and control that worked in the past can become more complex as a result of the transition. When a family enterprise evolves in this direction, the transition calls for a significant redistribution of power and authority among an increasingly large and diverse network of stakeholders.

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