Our Latest Articles
//April 08, 2024 - Issue #115
A Charismatic Family Business Founder Can Be a Tough Act to Follow For family businesses, a popular leader can bring many benefits, but can make it challenging to manage succession. An advisor offers strategies.
Research-Based Advice for Family Businesses: Our 10 Best-Read Articles We've partnered with top researchers to bring their insights to our wide audience of family business owners and leaders. These articles resonated the most with readers.
Family Business Succession: Your Questions Answered This new page of FamilyBusiness.org answers many of your most important questions about succession and has links to dozens of articles.
Why Do We Treat Strangers Better Than Family Members? A family business consultant explores this question, and shares advice on managing conflict, setting boundaries, and cultivating more kindness within the family.
The Next Generation's Embrace of AI Kimberly Eddleston This PwC Global survey shows that future family business leaders are more optimistic than the current generation about what AI can help them accomplish.
What If Activists Target My Company? Social and environmental activism can be a blessing in disguise that helps new ventures find opportunities and older companies innovate.
How to Encourage Devotion Among Nonfamily Employees Good things happen when employees identify with the firm, participate in decision-making and feel loyalty -- and certain combinations of the three are most effective.
Passing on stories among family members from one generation to the next is one powerful way values can be passed through multiple generations without being reduced to meaningless words. Read more...
Next-gen leaders often have a clearer view of how the family business must change. The challenge is to preserve the culture and values while making change happen. Read more...
Business families have many ways to combine financial returns with philanthropy. The choice depends on their values, long-term goals and other factors. Read more...
The successor's readiness for the top role, and the firm's age and experience with previous successions, are main factors to consider. Read more...
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Supported by the Richard M Schulze Family Foundation