Advice For Family Business Owners
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Family Businesses - Stewards of Wealth, Stewards of the Environment
21st October 2021
How can family businesses ensure they are not caught on the wrong side of the climate crisis?
Meet the Owner: Leading a Business with Purpose
20th October 2021
A Conversation with Maurizio Bragagni OBE, third generation family member and CEO of Tratos on leading a business with purpose
Who I am: How identity creates conflict and the 2 steps to change
8th February 2021
When we confuse our own identity with the family business, existential threats can be triggered by events happening at work, resulting in unhealthy and potentially damaging conflict. How can family business leaders mitigate this?
Successful Successors think ‘Informed’ Opportunity
29th September 2020
To make the choice of joining the family business a meaningful, informed and successful one, there are some key questions family business members should consider.
Family businesses and the increasing importance of the Family Bank
8th September 2020
A family bank can take many forms – it is not necessarily a bank, it can be a private investment vehicle, a legal framework, or perhaps simply just a notion – the key is that it provides long term strategy and clarity to all family members, focused on delivering a platform for preserving and transitioning wealth.
A Successor by any other name
29th July 2020
In this guest blog Philip Mackeown explores the role of the family business successor. What does it mean to be a family business successor, for the individual, the family and the business? What should a successor be thinking about?
What Business Families Can Do During Times of Isolation
23rd March 2020
The IFB's Director General Elizabeth Bagger spoke to Family Business Advisor Juliette Johnson, about how families can meaningfully and creatively approach their family ownership in these highly difficult times.
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.