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succession planning

November 17, 2022

While the unsettling multiple whammy of COVID-19 pandemic, a global inflation spike, rising interest rates, geopolitical perils and potential looming recession have driven a reduction in investment risk towards a more conservative and balanced strategy, Family Offices have nevertheless developed a taste for tech, according to Campden Wealth and RBC's The North America Family Office Report 2022.

While the unsettling multiple whammy of COVID-19 pandemic, a global inflation spike, rising interest rates, geopolitical perils and potential looming recession have driven a reduction in investment risk towards a more conservative and balanced strategy, North American Family Offices have nevertheless developed a taste for tech.

November 16, 2022

Campden Wealth and Royal Bank Of Canada reveal North American family offices outperformed their global peers in the new North America Family Office Report 2022. Despite a reduction in investment risk, family offices remain committed to private equity and new technologies.

North American family offices have continued to see their collective wealth and investment returns grow despite the aftershocks of the COVID-19 pandemic and subsequent hike in inflation, interest rates and geopolitical risks, according to the North America Family Office Report 2022 by RBC and Campden Wealth.

November 9, 2022

Philanthropy is embedded in the fabric of wealth management. Whether it’s the Silent Generation or Generation Z, each generation wants to make an impact through charitable giving, says BNY Mellon Wealth Management.

Philanthropy is top of mind for most affluent families. However, according to BNY Mellon Wealth Management’s Global Family Office Study, only 30% of family offices have documented strategies to deploy wealth in a truly meaningful way [1]. This disconnect is just one of several challenges that families face regarding philanthropic planning.

October 11, 2022

Despite the many differences among family offices, they all need flexible, cost-effective management of their financial assets. Choosing the right custody model is key to meeting this need, says BNY Mellon Wealth Management.

Despite the many differences among family offices, they all need flexible, cost-effective management of their financial assets. Choosing the right custody model is key to meeting this need.

May 4, 2022

Over the past few years, the world has experienced a global public health crisis, social tensions, technological disruptions and economic turbulence unseen in decades. As a trusted partner and advisor to family offices, BNY Mellon Global Family Office partnered with The Harris Poll to find out how this select group was adapting to these massive and rapid interruptions across the globe.

Over the past few years, the world has experienced a global public health crisis, social tensions, technological disruptions and economic turbulence unseen in decades. As a trusted partner and advisor to family offices, BNY Mellon Global Family Office partnered with The Harris Poll to find out how this select group was adapting to these massive and rapid interruptions across the globe.

April 4, 2022

With a family line that dates to the year 1000, Octavian Pilati learnt from an early age the weight and importance of legacy. But when a crisis saw him taking over the family business at the age of 26 and subsequently shepherding a successful exit, he saw an opportunity to break out on his own and advise others of the pitfalls of fractured family dynamics and unclear succession planning.

With a family line that dates to the year 1000, Octavian Pilati learnt from an early age the weight and importance of legacy. But when a crisis saw him taking over the family business at the age of 26 and subsequently shepherding a successful exit, he saw an opportunity to break out on his own and advise others of the pitfalls of fractured family dynamics and unclear succession planning.

December 20, 2021

The Dhawan family of India is taking their company SSF Plastics to the next level in family business evolution through initiatives in professionalisation, diversification, sustainability and engaging the next generation.

The Dhawan family of India is taking their company SSF Plastics to the next level in family business evolution through initiatives in professionalisation, diversification, sustainability and engaging the next generation.

Saurabh Dhawan (pictured), the second generation family member leading business development, says the Mumbai-headquartered, self-described one-stop solution provider for all rigid plastic packaging needs has also been venturing into multiple startups, with next-gens at the helm.

December 8, 2021

There is careful planning involved at every stage of the business life-cycle, such as launching new product lines, entering new markets and moving into adjacent industries. An owner-managed business would be adept at managing such transitions, and the rigorous planning that precedes them.

There is careful planning involved at every stage of the business life-cycle, such as launching new product lines, entering new markets and moving into adjacent industries. An owner-managed business would be adept at managing such transitions, and the rigorous planning that precedes them.

Why is it then, that a different logic should apply when faced with the question of planning for succession to the family business?

November 30, 2021

The nature of the family business human capital is complex. Family and non-family employees have the potential to offer unique and distinct contributions to the firm. Yet some human resources practices might be perceived as a preferential treatment to family employees over non-family ones.

The nature of the family business human capital is complex. Family and non-family employees have the potential to offer unique and distinct contributions to the firm. Yet some human resources practices might be perceived as a preferential treatment to family employees over non-family ones.

This could be detrimental to the reputation of family business, being perceived as socially irresponsible, and potentially limiting their ability to attract qualified nonfamily employees, which could ultimately affect the company’s long-term performance.

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