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Governance

November 1, 2003

The University of Gloucestershire embarked on a new programme in 2003 – the first ever MBA dedicated to family business.

The University of Gloucestershire embarked on a new programme in 2003 – the first ever MBA dedicated to family business. It's been a success, from both the students' points of view as well as the university's and the inaugural class has achieved the highest grade point average of any MBA group at the university thus far. Suzy Bibko had a chance to chat with the students and the course's director, John Tucker, about the programme.

November 1, 2003

“You take money out of this business and give it to your sons. Then they turn around and compete directly with us. They use our equipment, steal our help and do everything to damage our business!”

"You take money out of this business and give it to your sons. Then they turn around and compete directly with us. They use our equipment, steal our help and do everything to damage our business!" yells Charles at Frank. Frank responds heatedly, "That is b******t. Your kids and Hank's kids get to work in the business but you won't let mine work here. My kids need to make a living like anyone else.

September 1, 2003

In December 2002 the Daniels family were enjoying a rare Sunday dinner together.

In December 2002 the Daniels family were enjoying a rare Sunday dinner together. Jane (25) was home for the holidays from Stanford University where she was completing a PhD in history. As usual, the conversation turned towards Ridgeway Harley-Davidson, the business that was started by Joe Daniels (52) and his wife Anne (48). The business had done well over the years and Mark, their son (23) had joined the business full-time in 1998. But once again, as Joe watched his wife and son talk, he started to feel 'out of the loop'.

September 1, 2003

The dilemma of accepting, as an in-law, an opportunity proffered within a family business can be a difficult one. Make sure you know exactly why it’s being offered before accepting the ‘challenge’

David Gottlieb joined his brothers-in-law and father-in-law in a Chicago-based family real estate business in 1996. In 1999, he and his in-laws founded Full Circle Communities, Inc, a philanthropic nonprofit devoted to the preservation and management of affordable housing, of which he is executive director.

The dilemma of accepting, as an in-law, an opportunity proffered within a family business can be a difficult one. Make sure you know exactly why it's being offered before accepting the 'challenge'

September 1, 2003

Problems in family businesses can be multi-layered and can become increasingly complex if the correct questions are not addressed to ascertain the root of the problem

Jane Hilburt-Davis is founding principal of Key Resources in Boston, MA, a consulting firm that specialises in family-owned and closely-held businesses. Her expertise is in the areas of family systems, conflict management and professionalising the family firm.

W Gibb Dyer, Jr is the O Leslie Stone Professor in the Marriott School of Management at Brigham Young University. His expertise is in the areas of family business, entrepreneurship and organisational change.

September 1, 2003

When the 1990s economic boom in the US ended, it forced families with their own businesses to focus on their core values, core competencies and to count their blessings – a good way to weather the tough economy

Craig E Aronoff holds the Dinos Eminent Scholar Distinguished Chair of Private Enterprise and is the founder of the Cox Family Enterprise Center at Kennesaw State University in Marietta, Georgia, USA. He is also co-founder and principal of the Family Business Consulting Group Inc. Drew S Mendoza is managing principal of The Family Business Consulting Group Inc.

When the 1990s economic boom in the US ended, it forced families with their own businesses to focus on their core values, core competencies and to count their blessings – a good way to weather the tough economy

September 1, 2003

The Pritzker family dispute illustrates how important it is for all members of a family business to feel respected and valued irrespective of their roles within the family. Had clear family policies been established – and discussed – at the point of succession, perhaps this bitter legal battle could have been avoided

Dennis T Jaffe, PhD 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.

The Pritzker family dispute illustrates how important it is for all members of a family business to feel respected and valued irrespective of their roles within the family. Had clear family policies been established – and discussed – at the point of succession, perhaps this bitter legal battle could have been avoided

September 1, 2003

The Enterprising Family addresses many of the most critical challenges to family continuity. Though it may take more than a generation of time to develop, it is a vision for all families to keep in mind as they develop their future plans and policies

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

The Enterprising Family addresses many of the most critical challenges to family continuity. Though it may take more than a generation of time to develop, it is a vision for all families to keep in mind as they develop their future plans and policies

September 1, 2003

Many family businesses may feel they are insulated from the current pressure on improvement of corporate governance but could benefit from the wisdom, experience and family detachment that a non-executive director has to offer

Peter Breen is a Senior Partner in Heidrick & Struggles' London office and is a member of the European Board Practice. His work in executive search has covered a wide range of executive and non-executive appointments, from small entrepreneurial start-ups through medium-sized businesses to large global corporations.

Many family businesses may feel they are insulated from the current pressure on improvement of corporate governance but could benefit from the wisdom, experience and family detachment that a non-executive director has to offer

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