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Is two-headed leadership a realistic option for family companies?

November 23, 2021

Two-headed leadership can be defined as the capacity or art of leading a joint venture with two leaders who have equal conditions with respect to responsibility and participation in terms of decision-making power.

Two-headed leadership is often the formula chosen by second and third generations to oversee and run a family company. However, for this type of joint leadership to work effectively, specific attributes are required that tend to be uncommon in family organisations.

FB Roundup: Benetton, Selfridges, Walmart

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.

Family-owned firm appoints new MD following family death

March 17, 2008

The UK’s leading supplier of safety clothing and equipment has appointed a new non-family managing director.

The UK’s leading supplier of safety clothing and equipment has appointed a new non-family managing director. Family-owned Arco has appointed Nicholas Hildyard as joint managing director of the firm.

His appointment follows the untimely death of Jo Martin, aged just 36, on 27 February 2008, who had jointly managed the business with her cousin, Thomas, since 2003. Hildyard and Thomas will now run the firm together.

When the family is large

March 1, 2006

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 principle of the Family Business Consulting Group. www.efamilybusiness.com

Resetting the emotional barometer from one generation to the next

March 1, 2005

As small family businesses evolve into multi-national corporations, the third and fourth generations can tend to feel distanced from the central management of the company. An annual ‘cousins’ consortium’ can help maintain harmony, explain Bonnie Brown and Chester Weber

Bonnie M Brown is President of Transition Dynamics Inc. www.transitiondynamicsinc.com. chester E weber is an associate of Wealthbridge Partners. www.wealthbridgepartners.com

As small family businesses evolve into multi-national corporations, the third and fourth generations can tend to feel distanced from the central management of the company. An annual 'cousins' consortium' can help maintain harmony, explain Bonnie Brown and Chester Weber

Little chicks, big game

January 1, 2004

Just Born’s Peeps outnumber humans by four to one in their homeland. Now the company is to expand that reach internationally with a bold migration strategy

Melanie Stern is Section Editor of Families in Business magazine.

Just Born's Peeps outnumber humans by four to one in their homeland. Now the company is to expand that reach internationally with a bold migration strategy