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March 1, 2004

Most family firms have a formal succession plan in place, right? Wrong.

Most family firms have a formal succession plan in place, right? Wrong. Ireland and its business families, it seems, is the latest example to be held up in a growing list of apparently shoddy planners. Almost half of Irish family businesses have no formal succession plan in place, according to a survey by PricewaterhouseCoopers. The report, released in March, involved 55 family businesses ranging in size from those with fewer than 25 employees and an income of less than €2 million to those with more than 100 employees and an annual income of more than €20 million.

January 1, 2004

I’ve been planning my retirement for some 15 years. I keep a sharp eye on my pension schemes and investments, and quietly rejoice that I never sunk my hard-earned cash into IT companies – firms that rode a tsunami of venture capital in the late 1990s only to come crashing down as the dot-com boom soured.

I've been planning my retirement for some 15 years. I keep a sharp eye on my pension schemes and investments, and quietly rejoice that I never sunk my hard-earned cash into IT companies – firms that rode a tsunami of venture capital in the late 1990s only to come crashing down as the dot-com boom soured. I've stuck to diamond mines, mutual funds and property, after all, there's nothing wrong with hedging your bets.

November 1, 2003

The other night, I was flipping through the channels on the television and came across a station that I didn’t know we received.

The other night, I was flipping through the channels on the television and came across a station that I didn't know we received. It's a station that runs 'classic' British sitcoms. With nothing much else on offer, I stayed tuned and found myself laughing at some older, if not gentler humour. However, it was only when I crawled into bed that I realised the shows were not only important from a comedy standpoint, but also from a family business standpoint, as the premise of many of the comedies was based around family business.

September 1, 2003

Recently, my work-life and social-life intersected in a surprising way.

Recently, my work-life and social-life intersected in a surprising way.

June 1, 2003

Suzy Bibko takes the reigns at Families in Business and tells how this issue explores the one constant in life – change

Suzy Bibko takes the reigns at Families in Business and tells how this issue explores the one constant in life – change

As this  issue of Families in Business goes to press, I'm planning a trip to my homeland, America. I'm going to back to New York City for my first time since I left five years ago. A lot has changed there since then, most notably the absence of two remarkable buildings and many, many lives.

April 1, 2003

We set out to significantly raise awareness of, and respect for, family entrepreneurship around the world. Barbara Murray passes the editorial baton to Suzy Bibko, and reviews the progress Families in Business has made since its launch

We set out to significantly raise awareness of, and respect for, family entrepreneurship around the world. Barbara Murray passes the editorial baton to Suzy Bibko, and reviews the progress Families in Business has made since its launch

January 1, 2003

Growth is a relative thing, and achieving growth means different things to different families and their businesses.

Growth is a relative thing, and achieving growth means different things to different families and their businesses.

November 1, 2002

Anyone who visits Spain these days will find it hard to believe it was ruled by dictatorship until just under 30 years ago.

Anyone who visits Spain these days will find it hard to believe it was ruled by dictatorship until just under 30 years ago. Since then, the fast-paced process of democratisation has fuelled the creation of new businesses, global businesses and more efficient businesses. But what about family businesses? To what extent and how have Spanish families in business adapted to these changes?

September 1, 2002

As a young researcher over 10 years ago, I remember feeling a little perplexed when family business leaders and family business successors I interviewed described life in the business as “lonely”.

As a young researcher over 10 years ago, I remember feeling a little perplexed when family business leaders and family business successors I interviewed described life in the business as "lonely".

At first, it seemed strange to hear that people who were working with their family, who were in charge of their own business and masters of their own destiny were feeling lonely? What on earth did that mean? The next question was irresistible: Why?

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