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family relationships

January 4, 2021

After a 2020 that was nowhere near what most of us anticipated, it’s perhaps bullish to make predictions about 2021, but Tom McGinness, KPMG’s head of family business, is not deterred from outlining the top 10 topics that he expects to be discussing with those leading family businesses during the coming year.

After a 2020 that was nowhere near what most of us anticipated, it’s perhaps bullish to make predictions about 2021, but Tom McGinness, KPMG’s head of family business, is not deterred from outlining the top 10 topics that he expects to be discussing with those leading family businesses during the coming year.

1.            Reviewing shared purpose

September 20, 2019

More than 100 multigenerational business families of wealth from across Europe and the rest of the world will gather in London on 4-6 November for the flagship 21st Campden Wealth European Family Office Conference. What can family leaders and next-gens gain from attending this confidential peer-to-peer sharing of knowledge and best practice to forge a sustainable future for their businesses?

More than 100 multigenerational business families of wealth from across Europe and the rest of the world will gather in London on 4-6 November for the flagship 21st Campden Wealth European Family Office Conference.

August 29, 2014

Business-owning family members become less focused on financial wealth with age and increase the value they place on relationships within the company, new research out of the US has revealed.

Business-owning family members become less focused on financial wealth with age and increase the value they place on relationships within the company, new research out of the US has revealed.

The academic paper, published in a recent edition of Family Business Review, also revealed the results had knock-on effects for the type of people families go to for advice about their business, which could affect their companies’ ability to meet challenges down the road.

May 5, 2010

During the life cycle of a family business, there may come a point when the current leader is ready to retire and there is no next generation member ready to take over, writes Jurgen Geerlings

During the life cycle of a family business, there may come a point when the current leader is ready to retire and there is no next generation member with the ability or the inclination to take over, writes Jurgen Geerlings. 

January 1, 2005

It takes a lot more than entrepreneurial spirit to sustain a family and its long-term business success – vision, values and planning also play a role. The key, as Amy Braden discovers, is integrating them

Amy Braden is a managing director of JPMorgan Private Bank and head of its Family Wealth Centre in New York. www.jpmorgan.com/privatebank

Wealthy families with problems – business disputes, wayward children, expensive divorces – make for tasty media fare. What you won't often find in the news, however, are the families who have mastered the delicate art of successfully stewarding collective wealth for the benefit of family and society alike.

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