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Governance

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

September 1, 2003

Family business members have a special, emotional attachment to their business and being a consultant to these companies can be a rewarding experience. The best training is experience and a genuine interest in each specific case

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

Family business members have a special, emotional attachment to their business and being a consultant to these companies can be a rewarding experience. The best training is experience and a genuine interest in each specific case

September 1, 2003

There are still very few women occupying the upper management levels in larger companies. Is this due to the difficulty in prioritising between business and family? Being part of a family business could offer a flexible coexistence of both

Franziska Müller Tiberini has her own consulting company for family business. She lives in Zurich, Switzerland.

There are still very few women occupying the upper management levels in larger companies. Is this due to the difficulty in prioritising between business and family? Being part of a family business could offer a flexible coexistence of both

"One is not born but becomes a woman."
– Simone de Beauvoir

September 1, 2003

A while ago I was in the classroom facing around 30 sons and daughters of entrepreneurs, aged between 25 and 30.

Gaia Marchisio is Junior Lecturer at the Strategic and Entrepreneurial Management Department, SDA Bocconi, Bocconi University School of Management, and member of the Family Business Research Team within the same School.

June 1, 2003

A family may fear that their children will use up their inheritance. The best insurance that the money is used wisely is to take steps to make sure that each heir develops passion, values and responsibility so they can lead a fulfilled adulthood and continue the wealth into future generations

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.

A family may fear that their children will use up their inheritance. The best insurance that the money is used wisely is to take steps to make sure that each heir develops passion, values and responsibility so they can lead a fulfilled adulthood and continue the wealth into future generations

June 1, 2003

There is no single governance system. The key to effective governance depends on the adaptability of the roles of the owner, board and senior management, and its alignment with the stategic environment of the business

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.

There is no single governance system. The key to effective governance depends on the adaptability of the roles of the owner, board and senior management, and its alignment with the stategic environment of the business

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