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governance

November 1, 2006

Many family businesses that made the decision to go public several decades ago have been disappointed. François de Visscher explains why, though a complex and risky path, going private could be for the long-term benefit of the business

François de Visscher  is founder and president of the family business consultancy de Visscher & Co. www.devisscher.com

Many family businesses that made the decision to go public several decades ago have been disappointed. François de Visscher explains why, though a complex and risky path, going private could be for the long-term benefit of the business

November 1, 2006

The constant pressure of meetings and deadlines make it easy for managers to hide in their corner office, suffering malignment from their staff. Open your office door and try and create a bit of morale on the shopfloor – you could be surprised by the results, reports John McKee

John Mckee is founder and president of BusinessSuccessCoach.net. www.BusinessSuccessCoach.net and www.BusinessWomanWeb.com. He is based in Denver, Colorado.

The constant pressure of meetings and deadlines make it easy for managers to hide in their corner office, suffering malignment from their staff. Open your office door and try and create a bit of morale on the shopfloor – you could be surprised by the results, reports John McKee

July 1, 2006

This year on 20-22 September in Cannes, the Family Business Network will create a private and confidential environment for family businesses to discuss key issues and live cases on the topic of ‘building success on talent’. Olivier de Richoufftz explains the FBN approach

Olivier de Richoufftz is executive director, FBN International, Switzerland.

This year on 20-22 September in Cannes, the Family Business Network will create a private and confidential environment for family businesses to discuss key issues and live cases on the topic of 'building success on talent'. Olivier de Richoufftz explains the FBN approach

May 1, 2006

As the family business expands it is not enough to rely on informal governance procedures. An official family governance structure will ensure business’ continuity – and could prevent another corporate scandal, says François de Visscher

François de Visscher  is founder and president of the family business consultancy de Visscher & Co. www.devisscher.com

As the family business expands it is not enough to rely on informal governance procedures. An official family governance structure will ensure business' continuity – and could prevent another corporate scandal, says François de Visscher

January 1, 2006

At Campden Conference’s 2005 European Family Office Conference we presented the results of a survey conducted on family governance and the inner workings of family offices from around the globe. Melanie Stern reports on the findings

Melanie Stern is section editor of Families in Business.

At Campden Conference's 2005 European Family Office Conference we presented the results of a survey conducted on family governance and the inner workings of family offices from around the globe. Melanie Stern reports on the findings

We in the family business world hear a lot about bad ­governance affecting both familial harmony and business success.
 

January 1, 2006

The new Belgian corporate governance code for non-listed companies features a special chapter devoted to family businesses – a first in Europe and, perhaps, the world. Jozef Lievens outlines the recommendations of the Buysse Code

Jozef Lievens  is a professor at the European University College Brussels and executive director of FBN Belgium. He was an active member of the commission which prepared the Buysse Code.

The new Belgian corporate governance code for non-listed companies features a special chapter devoted to family businesses – a first in Europe and, perhaps, the world. Jozef Lievens outlines the recommendations of the Buysse Code

November 1, 2005

A family vision can provide a sense of clarity, revitalising the original sense of deep connection between the family members and the business mission. Jane Zalman explains why adapting the family vision can be the perfect antidote to generational conflict

Jane Zalman is the founder and principal of Zalman Family Business Solutions www.zalmanfbs.com

A family vision can provide a sense of clarity, revitalising the original sense of deep connection between the family members and the business mission. Jane Zalman explains why adapting the family vision can be the perfect antidote to generational conflict

September 1, 2005

Good governance is the bedrock for effective family businesses – transparency and objectivity are key requirements in the process. Experienced and qualified outsiders on the board is a must if a company is to achieve success, writes James Hutcheson

James Olan Hutcheson is founder and president of Regeneration Partners. jim@regeneration-partners.com

Good governance is the bedrock for effective family businesses – transparency and objectivity are key requirements in the process. Experienced and qualified outsiders on the board is a must if a company is to achieve success, writes James Hutcheson

September 1, 2005

Since deregulation of the market, private business has mushroomed in Russia. But now family firms face issues such as succession and governance. The editor of the Russian version of Families in Business, Shamil Magomedov, outlines the situation

Since deregulation of the market, private business has mushroomed in Russia. But now family firms face issues such as succession and governance. The editor of the Russian version of Families in Business, Shamil Magomedov, outlines the situation

As a managing editor of the Russian edition of Families in Business, I  ask myself: What would I say about my own country? A country of great history and culture. It is a melting pot of change with amazing opportunities.
 

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