Advice For Family Business Managers
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14th August 2019
This guide explores how you can develop a purpose-led business where – through the careful management of human, natural and social capital – sustainable value is created, and how you can build trust with stakeholders through a sustainable business approach.
12th August 2019
This guide looks at how you can ensure a balanced approach to long-term orientation (LTO) while keeping sight of short-term performance, how to leverage the benefits of patient capital and promote the drivers of LTO and considering the balance in terms of asset portfolio.
5th August 2019
This guide explores considering when to appoint a family business adviser, defining a project brief to address the family’s needs, recruiting advisers, ensuring family buy-in, and maximising the outcomes in terms of learnings and practical recommendations.
31st July 2019
This guide helps you structuring dialogue between owners and the board, establishing role clarity over areas where the owners have final control, and promoting a culture where messaging is consistent and supported by defined channels of communication.
29th July 2019
How do you build a balanced family business board including owner representatives, with criteria for their appointment, non-family talent and independent directors? And how do you organise the board to establish a collaborative working culture?
17th July 2019
This Family Business Challenges Guide provides insights on recognising the natural risk of conflict and highlighting its common causes. Identifying foreseeable challenges and creating a family business conflict prevention environment, including strategies for managing the associated risks.
15th July 2019
This Family Business Challenges Guide explores the twin facets of family business governance: corporate and family. Delineating decision making for the owners and the business respectively. Protocols, structures and procedures to help the family speak with one voice.
10th July 2019
This Family Business Challenges Guide looks at the process of generational transitions. Anticipating ownership and management issues related to succession planning. Asking if the next generation are ready, willing and able – as well as should the business be family owned?