human capital

Why should a family business recruit non-family talent, and in particular a non-executive director (NED)? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.

Independent research commissioned by the Institute of Directors found that the NED contribution added value to the firm with most believing the NED role improved profitability.

When trying to establish cultural fit in your family office, you must first think about your own culture. Defining your own organisational beliefs and the ideal qualities the ideal hire might possess.

It is important to look at the gaps missing in your current resources, not simply from an academic and skills perspective, but also exploring the likes of emotional intelligence (EQ), personality and diversity of thought.

Family members behave with each other as one of six ‘gigs’ which can severely impact their family business, says adviser and author Francesco Lombardo.

The Family Enterprise Adviser, founder of Veritage and podcaster said he has witnessed the six dynamics emerge while working with some of the world’s most successful and affluent families over more than 20 years.

The acquisition of the $2.8 billion London-based family office Sandaire by Schroders did not come as a shock to some family office principals who say they anticipate further consolidation as financial institutions seek inroads into the $5.9 trillion family office space and family office principals near retirement age.

However, those principals acknowledged that the very wealthiest of families would always want their own financial services managed directly and discreetly inhouse, regardless of mounting business costs and uncertain investment returns.