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July 6, 2016

Trusted advisers can bridge the gulf of communication between patriarchs and the next generation in Asia Pacific family businesses when creating much needed family constitutions.

Trusted advisers can bridge the gulf of communication between patriarchs and the next generation in Asia Pacific family businesses when creating much needed family constitutions.

Up and coming members of family businesses often struggled to be heard by traditional elders but consultants from finance, academia and law can help next-gens find their voices when challenging firmly held views.

May 12, 2016

An engaging collaboration between UK and Indian family business experts Peter Leach and Tatwamasi Dixit, it brings together Eastern and Western thinking on family business issues – suffusing practical process with quotes from Indian epics. 

May 11, 2016

Khimji Ramdas Group started as a trade-based family business in Oman in 1870 and is now a diversified conglomerate working with more than 400 global brands. In the second of this four-part series of case studies, Zita Nikoletta Verbenyi reports on two governance challenges overcome by the Ramdas family.

Khimji Ramdas Group started as a trade-based family business in Oman in 1870 and is now a diversified conglomerate working with more than 400 global brands. In the second of this four-part series of case studies, Zita Nikoletta Verbenyi reports on two governance challenges overcome by the Ramdas family.

May 9, 2016

Statistics increasingly tout the number of women being considered for leadership roles in US family businesses. But should family businesses be patting themselves on the back for gender equality just yet? 

May 3, 2016

Their outlook shaped by the global financial crisis, Millennials have a cautious outlook but are keen to have a positive effect on the world. Advisers have to engage these upcoming members of ultra-high net worth families on their terms, explains Ned Dane, senior vice president and head of OppenheimerFunds’ Private Client Group

Their outlook shaped by the global financial crisis, Millennials have a cautious outlook but are keen to have a positive effect on the world. Advisers have to engage these upcoming members of ultra-high net worth families on their terms, explains Ned Dane, senior vice president and head of OppenheimerFunds’ Private Client Group

What was the purpose of carrying out this study?

April 14, 2016

Daaboul Industrial Groupstarted as a family business in Syria and is now one of the largest aluminum producers in the Middle East. In the first of a four-part series of case studies, Zita Nikoletta Verbenyi reports on three governance challenges overcome by the Daaboul family.

Daaboul Industrial Groupstarted as a family business in Syria and is now one of the largest aluminum producers in the Middle East. In the first of a four-part series of case studies, Zita Nikoletta Verbenyi reports on three governance challenges overcome by the Daaboul family.

February 5, 2016

National Amusements third-gen Shari Redstone was the only vote from the board of directors at Viacom, her family’s media empire, opposing the appointment of Philippe Dauman as chairman on Thursday.

 

National Amusements third-gen Shari Redstone was the only vote from the board of directors at Viacom, her family’s media empire, opposing the appointment of Philippe Dauman as chairman on Thursday.

Her father, Sumner Redstone, 92, announced his retirement on Thursday. He had announced his retirement as chairman of the family’s other media empire CBS on Wednesday, where he will be replaced by its existing CEO and president Leslie Moonves.

July 30, 2015

When it comes to handing over the reins to successors, the odds are stacked against family businesses. Around 70% of families fail to properly pass their business or wealth to the next generation. One of the biggest reasons is that half of families lack a succession plan: a process for identifying and nurturing people to become leaders in the business.

When it comes to handing over the reins to successors, the odds are stacked against family businesses. Around 70% of families fail to properly pass their business or wealth to the next generation. One of the biggest reasons is that half of families lack a succession plan: a process for identifying and nurturing people to become leaders in the business.

June 22, 2015

More than four-fifths of Asian family businesses do not have a succession plan in place despite the majority expecting to handover to the next generation within five years, new research has revealed.

More than four-fifths of Asian family businesses do not have a succession plan in place despite the majority expecting to handover to the next generation within five years, new research has revealed.

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