
Too much centralised control puts a family business at risk when the owner-manager dies.
Too much centralised control puts a family business at risk when the owner-manager dies.
Widely-held cultural views shape securities analysts’ assessment of family firms.
Lessons from the U.K.’s oldest privately owned bank, which has been in the same family for more than 300 years.
The professionalization of leading family firms.
Staying true to your roots can foster inertia when innovation is most necessary.
Hiring non-family executives helps ensure longevity, but it requires strategic finesse.
The family dynamics that promote smooth transfer to the next generation.
The obstacles Peugeot, Kikkoman, Tata Group and other iconic global family firms learned to overcome.
How to keep the business – and the family – running smoothly into the next generation and beyond.
How family assets such as name and members are managed matters for longevity.
W. Chan Kim and Renée Mauborgne are Professors of Strategy at INSEAD and Co-Directors of the INSEAD Blue Ocean Strategy...
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just my comment - I started working for space center in 1976 I think it was. It was a great place and great...
thank you for article - thank you for article
My mother teaches me always - My mother teaches me always Family is all about (Unity) together we can do...
More on family offices - Great article. Thank you.
Retired Physicist - Thanks for an inspiring article. My question is: many find these days working 9to5,...