The dilemma of the mature family council
Over the past three decades, many business families have formed a Council. The oldest Councils have started asking “What do we do now?”
Read articles published by LGA’s thought leaders in family business continuity and governance
Over the past three decades, many business families have formed a Council. The oldest Councils have started asking “What do we do now?”
What have we learned about efficient (and less anxiety-raising) ways to apply the family’s human capital over time?
Although we have long seen philanthropy connected with many family firms, today we are experiencing an acceleration of this practice.
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.
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