Too much centralised control puts a family business at risk when the owner-manager dies.
Brian Henry comes from a social sciences background and has previously worked as a marketing and communications specialist and a newspaper journalist. Brian was awarded a PhD from Trinity College Dublin (TCD) for his study of urban Dublin in the late 18th century. His doctoral thesis was immediately published as a book called Dublin Hanged by the Irish Academic Press in both hard and soft back. Brian was also awarded an MSc in Economic History from the London School of Economics (LSE) and a Bachelor’s degree in American Studies from the University of Maryland Baltimore County (UMBC).
Over the past few years, Brian has successfully extended his research-related profile to a teacher-related profile. In addition to his research activities at INSEAD, Brian currently teaches at a number of small private management schools in Paris, offering courses in supply chain management, marketing management, economics, international business and business game simulation. It’s all about harnessing his intellectual curiosity for the benefit of young people, some of whom come from disadvantaged backgrounds. At the same time, the knowledge he obtains from the preparation of course materials enriches the research side and so it is a virtuous circle.
Lessons from the U.K.’s oldest privately owned bank, which has been in the same family for more than 300 years.
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.