Much has been written about "The Great Wealth Transfer" that is expected to happen over the coming years as Baby Boomers pass their wealth to next generations. Both the estimates of what value is to pass, by inheritance or gift, and the timeline over which this is to happen vary widely.
Much has been written about "The Great Wealth Transfer" that is expected to happen over the coming years as Baby Boomers pass their wealth to next generations. Both the estimates of what value is to pass, by inheritance or gift, and the timeline over which this is to happen vary widely.
Indian diamond merchant Savji Dholakia says the trust of family, staff welfare and environmental, social and governance values are his priorities in his $1.2 billion family business, with finance and growth the “by-products” of his lifelong enterprise.
Indian diamond merchant Savji Dholakia says the trust of family, staff welfare and environmental, social and governance values are his priorities in his $1.2 billion family business, with finance and growth the “by-products” of his lifelong enterprise.
The 59-year-old Hurun India Rich List principal, whose family business is managed by a team of four brothers (pictured below right), three partners and eight young adult children, also said he does not believe in planning his succession.
Many articles or speeches about family businesses include a reference to the “three-generation rule,” which says that most don’t survive beyond three generations. But that perception could not be further from the truth.
If you’re a fan of the HBO show Succession, or if you’re aware of the conflicts playing out publicly and perennially among some of the most visible family businesses in the world—think the Murdochs or Sumner Redstone’s family—you might assume that family businesses are more fragile than other forms of enterprise.
Why should a family business recruit non-family talent, and in particular a non-executive director? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.
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.
Founding Rothermere family mulls bid to take Daily Mail group private again, Ali Group merges with Welbilt after founder Luciano Berti dies aged 89, Arnault family’s L Catterton tipped to acquire Etro family business.
Founding Rothermere family mulls bid to take Daily Mail group private again
The British aristocratic billionaire Rothermere family could privately own the bestselling Daily Mail newspaper it founded after almost 90 years if the influential newspaper’s owner sells its insurance and financial assets.
One of the greatest challenges any business experiences in transforming from a profitable small business to a legacy enterprise is navigating the waters of succession. An effective succession plan requires more than just moving names around on an org chart or a legal charter. To invest in its future, a family enterprise must build the power of its brand.
Many family enterprises develop strong branding around their visionary founders. But what happens to this brand when the next generation assumes leadership? We explore how a family enterprise should build the power of its brand in conjunction with succession planning.
Bernhard Gademann says his family’s elite Swiss private boarding school, Institut auf dem Rosenberg, is run like a 132-year-old startup, with the skills and attitudes of entrepreneurialism nurtured in students in a state-of-the-art, holistic learning environment.
Bernhard Gademann says his family’s elite Swiss private boarding school, Institut auf dem Rosenberg, is run like a 132-year-old startup, with the skills and attitudes of entrepreneurialism nurtured in students in a state-of-the-art, holistic learning environment.
Every industry has seen sharp changes over the last year and a half due to the pandemic, but the wealth sector has seen a major shift with the generational wealth transfer timeline shortening significantly.
Every industry has seen sharp changes over the last year and a half due to the pandemic, but the wealth sector has seen a major shift with the generational wealth transfer timeline shortening significantly.
More families recognise the need to invest in the family capital as a means to sustain the financial capital of the family, Dr Kirby Rosplock says.
More families recognise the need to invest in the family capital as a means to sustain the financial capital of the family, Dr Kirby Rosplock says.
The family member turned recognised researcher, innovator, adviser, author and speaker in the family business and family office space tells CampdenFB about the shifts she is seeing take place in wealth management, investment strategy and technological sophistication within family offices in the wake of the Covid-19 pandemic.
Melia Hotels International announces bullish recovery plan, Lego builds on $400 million sustainability effort with recycled bricks, Christoph Mohn succeeds mother as new ‘speaker of the family’ at Bertelsmann.
Melia Hotels International announces bullish recovery plan
The Escarrer family principal of Melia Hotels International has declared flexible expansion, digitalisation and sustainability as the key drivers behind the Spanish hotel chain’s recovery from 15 months of Covid-19 restrictions.
