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Ownership and Management

April 1, 2003

Family owners, and all major shareholders in the family business, need to understand the strategic planning process of their business to sustain the long-term value of their company

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

Randel S Carlock is Berghmans Lhoist Professor in Entrepreneurial Leadership at INSEAD (France and Singapore) and Opus Endowed Professor of Family Enterprise at St Thomas University (USA).

January 1, 2003

Jim Waldron, CEO of Capitol Enterprises, an entertainment centre business, is struggling with his son-in-law’s increasingly difficult behaviour.

Jim Waldron, CEO of Capitol Enterprises, an entertainment centre business, is struggling with his son-in-law's increasingly difficult behaviour. Jim owns an entertainment complex with function rooms. Recently, he has expanded the facilities by buying up abutting land and expanding the building complex. At the same time, Jim is concerned about creating a succession plan and this growth has put financial pressure on him and on his plans for retirement.

January 1, 2003

Family feuds can fester for generations and the conflict may have a disastrously destructive effect on the family and the prospects for its business. Communication and respect are the keys to avoiding damaging family conflicts

Dennis T Jaffe, PhD is professor at Saybrook Graduate School in San Francisco, author of Working With The Ones You Love, and a founding member of the Aspen Family Business Group.

Family feuds can fester for generations and the conflict may have a disastrously destructive effect on the family and the prospects for its business. Communication and respect are the keys to avoiding damaging family conflicts

January 1, 2003

In family-owned businesses, ownership is uniquely important and influential to the system of governance, where its values and vision are crucial elements in the financial success of the company

John L Ward is co-director of the Center for Family Enterprises at Kellogg School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the US.

In family-owned businesses, ownership is uniquely important and influential to the system of governance, where its values and vision are crucial elements in the financial success of the company

January 1, 2003

Good corporate governance should extend to all areas of a family business, including its philanthropic ventures

Robert R Patterson is a member of FBN in Lausanne and is a Principal of ASC Advisory Group, Charlottesville, Virginia, USA.

Note: The article is based on several real-life cases, but names have been changed.

Good corporate governance should extend to all areas of a family business, including its philanthropic ventures

January 1, 2003

Family wealth brings with it responsibility and children should be comfortable with financial issues from the most basic to the most sophisticated. To this end, an increasing number of family offices are focusing on the need to educate younger family members in the care and management of the family fortune

Ian Youngman is a freelance writer based in
the UK.

Family wealth brings with it responsibility and children should be comfortable with financial issues from the most basic to the most sophisticated. To this end, an increasing number of family offices are focusing on the need to educate younger family members in the care and management of the family fortune

November 1, 2002

Imbedded values tend to lead the strategy selection process of family businesses. John Ward explains that if the family’s core beliefs are not compatible with the chosen strategy, the chances of success are much lower

John L Ward is the Co-Director of the Center for Family Enterprises at Kellogg Graduate School of Management (USA) and the Wild Group Professor of Family Business at IMD (Switzerland). He serves on the boards of four family companies in Europe and the USA.

Imbedded values tend to lead the strategy selection process of family businesses. John Ward explains that if the family's core beliefs are not compatible with the chosen strategy, the chances of success are much lower

November 1, 2002

Certain family values can become the driving force behind a family business’s success and in Spain it has been proved that they are essential to the survival of a business

Kristin Cappuyns is Research Associate of the Family Business Chair at IESE, International Business School, Barcelona, Spain. She is also an Executive Board Member of IFERA, the International Family Enterprise Research Academy.

Certain family values can become the driving force behind a family business's success and in Spain it has been proved that they are essential to the survival of a business

November 1, 2002

In the first of a two-part series on preparing the next generation for a career in the family business, Miguel A Gallo explains why the role of education is so critical for a future career in the family business

Miguel A Gallo is a Professor at IESE Business School, Barcelona, Spain.

In the first of a two-part series on preparing the next generation for a career in the family business, Miguel A Gallo explains why the role of education is so critical for a future career in the family business

The statement that "the family business is different" has become something of a cliché, but that does not stop it from being a truth that impacts almost all strategic management activities in these types of companies.

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