Our Latest Articles
//April 02, 2021 - Issue #27
Playing the Succession Game to Ensure Family Business Continuity Game theory provides a mathematical way to look at sibling competition and its emotional costs -- and suggests insights for achieving the best outcome. 
Family Firms Can Optimize Women's Strengths Women often juggle many roles in the business and the family, and typically shun the idea of power because they associate it with dictators and manipulation. 
Team Exercise: How Parenting Styles Affect The Next Generation This experiential exercise is designed to enhance student learning about the four parenting styles and how they affect the dynamics within the family firm. 
Female Advisors Can Help Family Businesses Women advisors can contribute unique perspectives that often emphasize synergies between the family and business.
Pandemic Rx: Trust and Openness Dennis Jaffe, a thought leader in the family business realm, offers his perspective on how family businesses can help one another through crisis. This is no time for magical thinking.
The World's Top 750 Family Firms Family Capital's new list of the world's top 750 family businesses includes household names -- like Volkswagen, Walmart and ALDI -- and many others. The largest share of these 750 are in Europe.
Royals: The Ultimate Family Firm The troubling disclosures about racism within Britain's Royal Family -- which many have called "the firm" -- prompted the New York Times to explore what these revelations mean for Britain's most famous family business.
As your family business grows, informal decision-making may no longer be enough. These six questions can help you decide when and how to strengthen governance. Read more...
A full family office may not be the first step. Strong governance can prepare younger family members to steward wealth long before a crisis forces the issue. Read more...
What Nordstrom, Mars, Dillard's and Patagonia can teach family businesses about ownership structure Read more...
A business sale changes more than ownership. Families must also rethink governance, roles, wealth, identity, and purpose after the company is gone. Read more...
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Supported by the Richard M Schulze Family Foundation