In this episode of the LGA Lighthouse podcast, host Tim Yeung kicks off a two-part conversation with family enterprise pioneers and LGA co-founders Ivan Lansberg and Kelin Gersick. They explore the practical power of conceptual models—not as academic concepts, but as essential tools for helping families make sense of the deep complexity inherent in multi-generational businesses.
In this episode of the LGA Lighthouse podcast, host Tim Yeung sits down with Bill Strandberg, Managing Partner of Strandberg, to discuss the critical nuances of executive search within family-owned businesses. Bill explores why hiring a leader in a family system is not merely a recruitment task, but a vital decision for long-term leadership continuity.
Introducing independent directors into a family enterprise is often perceived as a significant milestone in the evolution of governance. It signals openness, professionalization, and a willingness to incorporate external perspectives into decision-making.
In this episode of the LGA Lighthouse podcast, host Tim Yeung is joined by seasoned economist Dimitris Valatsas, an LGA advisor that specializes in helping family enterprises and family offices navigate complex geopolitical and macroeconomic changes.
In this episode of the LGA Lighthouse Podcast, host Tim Yeung chats with Matt Fullbrook, a corporate governance advisor and creator of Ground-up Governance. Matt challenges traditional thinking on governance, offering a fresh perspective on how organizations, especially family enterprises, can make better, more intentional decisions.
In most businesses, the Board Chair’s role is seen as relatively straightforward: to ensure the Board and its governance committees function properly. However, in family enterprises, this role is far more complex, with responsibilities that go significantly beyond these traditional expectations.
Envisioning the family enterprise as a tree allows us to better understand the practical hierarchy at play: the roots represent the foundational family dynamics, the strong trunk embodies the ownership structure, and the expansive canopy symbolizes the diverse business ventures. This visual framework brings new clarity to the dynamic interplay of roles, responsibilities, and priorities across all facets of the family’s enterprise.
Jeremy Cheng explains in an article published by Bloomberg magazine why the Lui family, an enterprising family in Hong Kong did a good thing in laying down a plan for succession before the patriarch’s death.
In this article originally published in FFI Practitioner, our Advisor Jeremy Cheng explores the dynamic nature of legacy within family enterprises and the critical role of governance in its evolution. He emphasizes that legacy is not a static inheritance but a co-constructed entity shaped by interactions between legacy “senders” (e.g., founders) and “receivers” (e.g., successors).
In light of the many crises that haunt the daily news cycle, there is one segment of the corporate landscape that seems to be weathering the storm better than most: family businesses.
