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March 13, 2021

The Firm? We learned from Harry and Meghan’s interview with Oprah Winfrey that is what the royal family call their family business. It’s a very appropriate term. As a family business, they own and manage land and castles, some of which they rent out, support multiple charitable ventures, play an extensive public role in the UK drawing on multiple publicity avenues to support its image and brand, and employ scores of employees who are valued for their loyalty and commitment. It's a huge and complex business.

The Firm? We learned from Harry and Meghan’s interview with Oprah Winfrey that is what the royal family call their family business. It’s a very appropriate term. As a family business, they own and manage land and castles, some of which they rent out, support multiple charitable ventures, play an extensive public role in the UK drawing on multiple publicity avenues to support its image and brand, and employ scores of employees who are valued for their loyalty and commitment. It's a huge and complex business.

November 2, 2020

Due Jensen family heir named new chief executive of Grundfos, Lee Kun-hee leaves legacy of Samsung success but succession chaos, Warburtons shares pandemic dough with staff.

Due Jensen family heir named new chief executive of Grundfos

The Due Jensen family of Denmark has returned to helm their industrial giant Grundfos for the first time in almost two decades with the succession of next-generation heir Poul Due Jensen.

October 7, 2020

HM Revenue & Customs’ powers to obtain information from financial institutions are set to increase, with the requirement for taxpayer or tribunal approval to be removed. Although not yet in force, the legislation is at an advanced stage and will be of interest to family offices.

HM Revenue & Customs’ powers to obtain information from financial institutions are set to increase, with the requirement for taxpayer or tribunal approval to be removed. Although not yet in force, the legislation is at an advanced stage and will be of interest to family offices.

What the new powers mean

April 23, 2020

These are unprecedented and unpredictable times for family businesses of every shape and size. Whilst many are in survival mode, others may have started to consider the future, rethinking what their operating model looks like.

These are unprecedented and unpredictable times for family businesses of every shape and size. Whilst many are in survival mode, others may have started to consider the future, rethinking what their operating model looks like.

The tendency for family firms to pull together in times of crisis stands them in good stead—but as the world adjusts to its new normal, opportunities will open up for family businesses to continue to thrive in a post Covid-19 world.

March 27, 2020

James Dyson says “race is on” to make 10,000 coronavirus ventilators, Escarrer family braces Melia Hotels for coronavirus and world recovery, AB InBev adapts to changing consumer tastes with premiumisation strategy.

James Dyson says “race is on” to make 10,000 coronavirus ventilators

Sir James Dyson, the UK billionaire entrepreneur who made his fortune by inventing a cyclonic vacuum cleaner, has been commissioned by the UK government to make 10,000 critical ventilating machines for the country’s health service in the fight against the coronavirus pandemic.

November 1, 2007

Choosing between tradition and innovation can be difficult for family-owned businesses that want to stay true to their values. John L Ward, Joachim Schwass and Colleen Lief explain that by embracing paradoxes, it is not necessary for firms to make this choice

Joachim Schwass is director of IMD's Leading the Family Business Programme.
John L Ward is The Wild Group Professor of Family Business at IMD.
Colleen Lief is former project manager of the IMD-LODH Family Business Research Center.

Choosing between tradition and innovation can be difficult for family-owned businesses that want to stay true to their values. John L Ward, Joachim Schwass and Colleen Lief explain that by embracing paradoxes, it is not necessary for firms to make this choice

November 1, 2007

Many business leaders are afraid of change and it takes a brave family member to initiate the conversation. But how do you ensure you get it right? Allen Bettis explains how to be a successful change initiator when waiting quietly is not an option

Allen Bettis is principal of The Legacy Associates, a family business consulting firm based in Minneapolis.

Many business leaders are afraid of change and it takes a brave family member to initiate the conversation. But how do you ensure you get it right? Allen Bettis explains how to be a successful change initiator when waiting quietly is not an option

March 1, 2006

I often use music and poetry in my work with families in business together, and an example would be the Crosby, Stills, Nash and Young recording of Teach Your Children Well. But before explaining why I use this particular song I want to explore my experience of the ‘change’ phenomenon that seems to have swept across organisations.

John Tucker  is a Grant Thornton Fellow in Family Business at the International Centre for Families in Business

I often use music and poetry in my work with families in business together, and an example would be the Crosby, Stills, Nash and Young recording of Teach Your Children Well. But before explaining why I use this particular song I want to explore my experience of the 'change' phenomenon that seems to have swept across organisations.
 

September 1, 2005

A survey of around 500 family businesses has confirmed some previous observations – including the core goals of continuity and financial success. The research has also revealed some resistance to change, including the role of outsiders, writes John Ward

John Ward is Wild Group professor of Family Business at IMD in Switzerland and professor of family enterprises at Kellogg School of Management. www.johnlward.com

A survey of around 500 family businesses has confirmed some previous observations – including the core goals of continuity and financial success. The research has also revealed some resistance to change, including the role of outsiders, writes John Ward

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