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strategy

April 30, 2010

Professor Randel Carlock, INSEAD’s Berghmans Lhoist chaired professor in Entrepreneurial Leadership and director of the Wendel International Centre for Family Enterprise, outlines the results of a family business brainstorm at the FBN Global Summit.

Professor Randel Carlock, INSEAD's Berghmans Lhoist chaired professor in Entrepreneurial Leadership and director of the Wendel International Centre for Family Enterprise, outlines the results of a family business brainstorm at the FBN Global Summit.

November 1, 2007

Many business leaders are afraid of change and it takes a brave family member to initiate the conversation. But how do you ensure you get it right? Allen Bettis explains how to be a successful change initiator when waiting quietly is not an option

Allen Bettis is principal of The Legacy Associates, a family business consulting firm based in Minneapolis.

Many business leaders are afraid of change and it takes a brave family member to initiate the conversation. But how do you ensure you get it right? Allen Bettis explains how to be a successful change initiator when waiting quietly is not an option

May 1, 2005

Every family in business needs to have a good governance structure. Johan Lambrecht describes the best way to achieve success and stability by looking closely, with some examples, at how you can rethink your strategy and mission statements for top results

Johan Lambrecht is professor at the European University College Brussels (EHSAL). He is director of the Research Centre for Entrepreneurship at EHSAL
and the Catholic University, Brussels

Every family in business needs to have a good governance structure. Johan Lambrecht describes the best way to achieve success and stability by looking closely, with some examples, at how you can rethink your strategy and mission statements for top results

April 1, 2003

It is never too late to start planning for succession. The financial/business options for providing what meets each family member’s needs are not as limited as they may at first appear

Justine Ferguson is a consultant with Family Business Solutions Limited and an associate with Wright, Johnston & Mackenzie Solicitors based in Glasgow, Scotland.

It is never too late to start planning for succession. The financial/business options for providing what meets each family member's needs are not as limited as they may at first appear

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).

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

June 1, 2002

The best strategies in family companies are sound for both their business and their ownership. When boards successfully link these two realms, family businesses can often leverage significant strategic advantages over other companies

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.

The best strategies in family companies are sound for both their business and their ownership. When boards successfully link these two realms, family businesses can often leverage significant strategic advantages over other companies

January 1, 2002

Considerations for building a strategy for a family business are different to those of a non-family business. Melding the demands of the market with the values of emotionally connected owners creates superior business performance

"It's important to keep family and business separate. You don't want family circumstances to affect the business. Run the business like a business!"

This advice is frequently given to family business owners. It is quickly accepted by business leaders in the hope that the owning family will leave them alone to manage the business.

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