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Family constitution the definition of family business unity, growth and resilience for V-Trans

November 9, 2021

Agreeing on and abiding by a family constitution serves as the backbone for success for the leading Indian integrated logistics service provider V-Trans, owned and operated by the second-generation Shah family.

Mahendra Shah (pictured), group managing director and chief executive of V-Trans India Ltd, paid tribute to his late father and uncle as “the true entrepreneurs” who laid the foundation of the group based on ethics and values in 1958.

Get the basics right in family business employment law

November 3, 2021

Family businesses often grow in an unstructured way, leading to a culture of informality. As a result, basic employment law documents can get overlooked and family members are not issued with employment contracts or subject to formal policies. This can leave the business exposed when issues arise as neither the business nor the family member have a ‘rule book’ to follow.

The Albert family of Australia on positive impact investment goals, strategy and returns

October 28, 2021

The Albert family, the fifth-generation Australian music publishing dynasty that has devoted itself to impact investments, says clearly defining what positive impact means to them helps in their search for new opportunities, in benchmarking performance and in pursuing high returns.

The Sydney-based family behind their 140-year-old music company Alberts has two allocations in its portfolio which have become entirely impact focussed—the Alberts Impact Ventures fund and The Tony Foundation portfolio.

Why the Albert family music business of Australia is on song with impact investing

August 19, 2021

The Albert family of Australia is dedicating its almost 140 years of experience and passion for nurturing music talent and broadcast media to impact investing in a growing number of cultural, environmental and welfare pioneers.

Emerging stronger as a successor: Successor value to the family enterprise

August 9, 2021

Do you know what your value to the family company as a successor is? If you are considering joining, do you know under what conditions your value might be at its maximum? Are these questions important?

Career trajectories to the top: Where does the ideal family office leader come from?

August 3, 2021

The role of family office leader rarely becomes available and if it does unexpectedly, it can often fall on the shoulders of internal leaders to take charge—regardless of their specialism.

The role of family office leader rarely becomes available and if it does unexpectedly, it can often fall on the shoulders of internal leaders to take charge—regardless of their specialism.

Considerations for family businesses recruiting a non-executive director

July 21, 2021

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.

FB Roundup: Mediterranean Shipping Company, EssilorLuxottica, Alberts Impact Capital

July 9, 2021

Aponte family expands its Mediterranean Shipping Company to rival Maersk, EssilorLuxottica proceeds with $8.7 billion stake in GrandVision after tribunal, Albert music publishing dynasty ventures into impact investing.

Aponte family expands its Mediterranean Shipping Company to rival Maersk

The Aponte family’s Mediterranean Shipping Company has re-energised its efforts to become the world’s largest container line by attempting to overtake rival family-controlled conglomerate AP Moller-Maersk.

What are the eight factors transforming family business?

July 8, 2021

Up until March 2020, family business transformation would have been a major programme of change, mapped out well in advance and considered carefully by the leadership team. After all, it is defined it as a strategic change made to respond to an exceptional event and my team label it a "high-risk" corporate activity.

And then came the pandemic. It accelerated some trends at a pace we couldn’t have imagined—volatility and speed of market change is causing the creation and disappearance of business models faster than ever.

Purpose, beliefs and behaviours: Which culture is your family office?

June 22, 2021

When trying to establish cultural fit in your family office, you must first think about your own culture. Defining your own organisational beliefs and the ideal qualities the ideal hire might possess.

When trying to establish cultural fit in your family office, you must first think about your own culture. Defining your own organisational beliefs and the ideal qualities the ideal hire might possess.

It is important to look at the gaps missing in your current resources, not simply from an academic and skills perspective, but also exploring the likes of emotional intelligence (EQ), personality and diversity of thought.