Author Bios

Articles by this author:

  • In a world that seems increasingly focused on the benefits of super-quick results and earning a fast buck, families in business tend to look towards a different goal. There are more rewards to be gained from a solid long-term strategy than just continuity, writes John Ward

  • As a business family moves through the progressive stages of transition, there are the associated challenges of each stage to confront. None more so than when the family has exceeded the cousin collaboration. But don’t lose the family bond, writes John Ward

  • John Ward is the Wild Group Professor of Family Business at IMD and Professor of Family Enterprises at Kellogg.

    For family firms, the company is more than just a company – it is an institution. In contrast with non-family firms, the purpose of continuity, prudence and proactive adaptability assure continuing family business success, writes John Ward

  • A survey of around 500 family businesses has confirmed some previous observations – including the core goals of continuity and financial success. The research has also revealed some resistance to change, including the role of outsiders, writes John Ward

  • According to recent research, family firms have stronger ‘people’ values than non-family firms and are more likely to put customers and employees ahead of profits.

  • Some business-owning families believe that family success in philanthropy is much easier than family success in business. Not so. A family foundation still has to pass through the generational stages of involvement and control – with all the associated issues

  • Family business tend to perform better than their non-family counterparts, which may be why more and more wildly successful firms like Google are getting in a family way

  • More and more studies are showing extra longevity for family controlled firms, despite a conspicuous lack of resources and vulnerabilities. Yet many find the goal to endure and preserve wealth a long haul requiring commitment and adaptability

  • A family council is common in a large, sophisticated family-run firm. But they can be tricky to implement and, like families, each is unique and evolves in its own way

  • There are fundamental differences in the assumptions and practices of family and non-family firms. While non-family firms can learn much from the ‘family business paradigm’, family firms need to be careful not to ignore the perspectives of efficient markets, asset leverage, strategic revolution, and economically driven personal leadership

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