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change

November 1, 2007

Choosing between tradition and innovation can be difficult for family-owned businesses that want to stay true to their values. John L Ward, Joachim Schwass and Colleen Lief explain that by embracing paradoxes, it is not necessary for firms to make this choice

Joachim Schwass is director of IMD's Leading the Family Business Programme.
John L Ward is The Wild Group Professor of Family Business at IMD.
Colleen Lief is former project manager of the IMD-LODH Family Business Research Center.

Choosing between tradition and innovation can be difficult for family-owned businesses that want to stay true to their values. John L Ward, Joachim Schwass and Colleen Lief explain that by embracing paradoxes, it is not necessary for firms to make this choice

November 1, 2007

Many business leaders are afraid of change and it takes a brave family member to initiate the conversation. But how do you ensure you get it right? Allen Bettis explains how to be a successful change initiator when waiting quietly is not an option

Allen Bettis is principal of The Legacy Associates, a family business consulting firm based in Minneapolis.

Many business leaders are afraid of change and it takes a brave family member to initiate the conversation. But how do you ensure you get it right? Allen Bettis explains how to be a successful change initiator when waiting quietly is not an option

March 1, 2006

I often use music and poetry in my work with families in business together, and an example would be the Crosby, Stills, Nash and Young recording of Teach Your Children Well. But before explaining why I use this particular song I want to explore my experience of the ‘change’ phenomenon that seems to have swept across organisations.

John Tucker  is a Grant Thornton Fellow in Family Business at the International Centre for Families in Business

I often use music and poetry in my work with families in business together, and an example would be the Crosby, Stills, Nash and Young recording of Teach Your Children Well. But before explaining why I use this particular song I want to explore my experience of the 'change' phenomenon that seems to have swept across organisations.
 

September 1, 2005

A survey of around 500 family businesses has confirmed some previous observations – including the core goals of continuity and financial success. The research has also revealed some resistance to change, including the role of outsiders, writes John Ward

John Ward is Wild Group professor of Family Business at IMD in Switzerland and professor of family enterprises at Kellogg School of Management. www.johnlward.com

A survey of around 500 family businesses has confirmed some previous observations – including the core goals of continuity and financial success. The research has also revealed some resistance to change, including the role of outsiders, writes John Ward

June 1, 2003

Despite the political and economic climate, family businesses should continue to look for a global solution to see them through these times. It may be worth remembering that being close to your customer does not necessary mean being physically close

Frederick Metz Shepperd is an attorney and managing director of the Quadral Group, a consulting firm focused on global strategy, planning and implementation. He has worked closely with many family-owned businesses and is also the owner of a family company with commercial, industrial and multi-family real estate holdings established in 1918.

April 1, 2003

Family businesses may have a better time weathering the economic downturn on the business front – all the more reason to work hard to keep themselves and their businesses in balance

Bonnie M Brown is President of Transition Dynamics Inc in Eugene, Oregon, USA.

Family businesses may have a better time weathering the economic downturn on the business front – all the more reason to work hard to keep themselves and their businesses in balance

Recently I facilitated discussions among families in business on "finding well-being amidst chaos: keeping yourself, your family and your business in balance". We began with an informal assessment of stressors at the end of a typical family business day in the post-9/11, post-Enron United States. 

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