Governing the Family Enterprise
A very small part of the academic research on governance has taken into account family ownership and the special nature of family firm governance.
Focus topics
A very small part of the academic research on governance has taken into account family ownership and the special nature of family firm governance.
As the economy improves, middle market executives can move past risk-aversion and focus on growth.
Only if they deliver services that provide comprehensive solutions.
The transfer of ownership is one of the most significant events in the life of a family business.
Future leaders, particularly in family businesses, must jump through four kinds of hoops to earn the respect—and then the support—of stakeholders.
The next generation of mentors – parents, uncles, aunts, grandparents, senior business leaders and advisors – play an important role in guiding the next generation of family members.
What’s a new CEO’s biggest headache? Hint: It isn’t employees, suppliers or competitors.
How do you decide to sell a business that has been in the same family for three generations.
The grand qualities of a founder can lead to rigidity in the business and undermine competence in successors.
You’ve reached mid-life. Doubts arise about your commitment to the business. Five key questions will help you clarify your career goals.
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