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siblings

June 21, 2021

Benetton family channel $9.7 billion sale proceeds into co-investments, Weston family puts Selfridges up for sale for $5.5 billion, Walton family raises $2.1 billion from Walmart shares.

Benetton family channel $9.7 billion sale proceeds into co-investments

The Italian infrastructure company controlled by the Benetton family has offloaded its Italian road toll subsidiary for $9.7 billion and says it will use the proceeds to reinvest in technological, digital and sustainable partnerships.

February 12, 2021

A Canadian next-generation entrepreneur says more families are investing sustainably in forestry to achieve their impact goals and for the long-term inflation-proof returns of timber as an asset in their portfolios.

A Canadian next-generation entrepreneur says more families are investing sustainably in forestry to achieve their impact goals and for the long-term inflation-proof returns of timber as an asset in their portfolios.

Michael Ackerman (pictured), 38, is the president and chief executive of EcoForests Asset Management. His socially responsible boutique forestry investment management company is headquartered in Toronto and operates 45 plantations in Latin America.

November 16, 2020

The 30th generation winemaker Marchese Lamberto Frescobaldi was raised on the stories of his eminent ancestors who have produced wine in Tuscany since the beginning of the 14th century. They were explorers, musicians, scholars, bankers and politicians, trading with European courts and supplying wine to royalty and the papacy, as the family archive reveals in documents dating back to the 1200s.

The 30th generation winemaker Marchese Lamberto Frescobaldi was raised on the stories of his eminent ancestors who have produced wine in Tuscany since the beginning of the 14th century. They were explorers, musicians, scholars, bankers and politicians, trading with European courts and supplying wine to royalty and the papacy, as the family archive reveals in documents dating back to the 1200s.

April 25, 2018

Most business owners will agree that having a succession plan in place is critical, though often challenging, even in the best of times. But Michael Wagner, co-founder of the family-owned, Florida-based Omnia Family Wealth asks what happens when the heirs of the business have different needs, talents, goals and involvement in the family’s business?

Most business owners will agree that having a succession plan in place is critical, though often challenging, even in the best of times. But Michael Wagner, co-founder of the family-owned, Florida-based Omnia Family Wealth asks what happens when the heirs of the business have different needs, talents, goals and involvement in the family’s business?

Sibling differences and communication barriers can create major obstacles to a smooth transition in leadership that can lead to the ultimate destruction of the company.

October 13, 2014

India’s largest privately held company is introducing the third generation into the fold, with twins Isha and Akash Ambani joining the board of two of Reliance Industries’ subsidiaries.

India’s largest privately held company is introducing the third generation into the fold, with twins Isha and Akash Ambani joining the board of two of Reliance Industries’ subsidiaries.

Their father Mukesh Ambani is chief executive of the family-controlled business, which had revenues of $75 billion (€59 billion) in the last financial year.

The 23-year-old twins will each become directors of Reliance Jio Infocomm and Reliance Retail Ventures.

April 25, 2013

When brothers and sisters work together in a family business the scope for problems is huge. But if managed carefully these relationships can be both productive and fulfilling.

There’s hardly a sadder tale of sibling problems than that of the Chadha brothers, the family behind Indian conglomerate Wave. The beginning of the story will be familiar to many families – a migrant father who started a small retail business and a second generation that took that company to a new level, turning it into a successful empire with interests in food processing, technology, distilling and real estate among others.

February 10, 2010

When a founder passes and leaves the business to his children, it can have many implications if the children take different approaches to management or do not get along, writes Christian Stewart

When a founder passes and leaves the business to his children, it can have many implications if the children do not get along, writes Christian Stewart

In an Asian family business, the traditional approach is for the founder to leave ownership in equal shares amongst his children. Whilst the founder is alive the family is kept united. But when the founder is no longer around, can the siblings work together as equal owners to continue the family firm?

May 1, 2005

The young woman turned to the man sitting next to her in the restaurant during a break in a family business seminar and said: “You idiot! You’re going to make a mess of our recruitment like you did last time.”

Nigel Nicholson teaches ­organisational behaviour at London Business School, and is director of the Leadership in Family Business Research Initiative (LIFBRI). www.london.edu/family_business

May 1, 2005

Deep-rooted resentments among siblings can stem from childhood and blight the running of a family’s business. Andrew Keyt explains how effective systems of regulation and open communication between all parties can smooth the path of a company’s trajectory

Andrew Keyt is president of the US chapter of FBN International and executive director of the Loyola University Chicago Family Business Center

Deep-rooted resentments among siblings can stem from childhood and blight the running of a family's business. Andrew Keyt explains how effective systems of regulation and open communication between all parties can smooth the path of a company's trajectory

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