Advice For Family Business Owners
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Embedding Long-Term Orientation
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.
Fostering Entrepreneurship
7th August 2019
Risk-taking balanced with stewardship can underpin competitiveness. How do you promote a culture that fosters entrepreneurship and innovation? How do you develop adaptability, balancing the past and future, to support growth and renewal?
Employing Advisers
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.
Enhancing Communication with the Board
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.
Why ‘Profit-With-a-Purpose’ is Becoming the New Norm
30th July 2019
In this guest blog, George Dobbins (Beaumont Bailey) tells us what is to be gained from embracing the concept of 'purpose with a profit'.
Professionalising the Board
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?
Strengthening Family Communication
24th July 2019
Communication is critical, particularly as time passes, putting a premium on developing shared purpose. Drawing up a family strategic plan including family meetings, setting agendas and using external facilitation where appropriate.
Fostering Responsible Ownership
22nd July 2019
Owners don’t necessarily manage the business but they carry many other responsibilities. Recognising the different perspectives of “insider” and “outsider” shareholders. Developing a responsible ownership culture while enabling exits.