Our Latest Articles
//March 11, 2024 - Issue #108
Better Let Your Brother Do It: Men Are Still Preferred in CEO Successions At 800 German firms, 81% chose sons over daughters in succession decisions -- and the presence of first-born sons also made them exclude outside candidates.
How to Defuse and Recover From Family Business Conflict A clinical psychologist and family business advisor shares tips for cutting through emotions and focusing on conflict rationally and productively.
Perceptions of Family Firms Vary by Country: Why This Matters Firms that signal they are family-run are usually seen as better quality and enjoy higher levels of trust, except in places like India where they're everywhere.
Helping Next-Gens Envision Their Family Firm’s Future Success This classroom exercise seeks to motivate future family firm leaders to think ahead and design a holistic vision of their family firm in 10-15 years, covering many different (and potentially conflicting) aspects of it. 
Studying Family Businesses and ESG Mat Hughes The Family Business Research Foundation is looking for UK family firms that have embraced ESG (environmental, social and governance) for a study that aims to share best practices.
Unforeseen Crisis Made These Family Businesses Stronger The COVID-19 pandemic forced six German family firms to reckon with their identities, positioning and strategies -- and transform themselves for the better.
Innovating Without Hallucinating: Making AI Your Partner in Creativity Generative AI can help you size up an opportunity, but you still need to control it to prevent flights of fancy and separate the doable from the unrealistic.
Set boundaries clearly and often, understand your own hot buttons, and be genuinely curious about why the other side thinks the way they do. Read more...
Should longevity always be the goal? And if so, what exactly should endure—the operating company, a particular business model, or the family enterprise system itself? Read more...
Family firms often enjoy strong consumer goodwill, until they engage in deliberate misconduct -- when higher expectations can produce deeper disappointment and sharper backlash. Read more...
Boards routinely scrutinize financial and strategic risk. But talent shortages, leadership culture problems, and succession gaps can erode long-term value just as quickly. Read more...
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Supported by the Richard M Schulze Family Foundation