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December 16, 2021

Kathaka is a single-family office deploying capital and strategic resources into investment and philanthropic endeavours, but Caroline Rupert, its founder and chairwoman, says the name has a deeper meaning—Kathaka in Sanskrit means, ‘One who tells a story’.

Kathaka is a single-family office deploying capital and strategic resources into investment and philanthropic endeavours, but Caroline Rupert, its founder and chairwoman, says the name has a deeper meaning—Kathaka in Sanskrit means, ‘One who tells a story’.

December 8, 2021

There is careful planning involved at every stage of the business life-cycle, such as launching new product lines, entering new markets and moving into adjacent industries. An owner-managed business would be adept at managing such transitions, and the rigorous planning that precedes them.

There is careful planning involved at every stage of the business life-cycle, such as launching new product lines, entering new markets and moving into adjacent industries. An owner-managed business would be adept at managing such transitions, and the rigorous planning that precedes them.

Why is it then, that a different logic should apply when faced with the question of planning for succession to the family business?

November 30, 2021

The nature of the family business human capital is complex. Family and non-family employees have the potential to offer unique and distinct contributions to the firm. Yet some human resources practices might be perceived as a preferential treatment to family employees over non-family ones.

The nature of the family business human capital is complex. Family and non-family employees have the potential to offer unique and distinct contributions to the firm. Yet some human resources practices might be perceived as a preferential treatment to family employees over non-family ones.

This could be detrimental to the reputation of family business, being perceived as socially irresponsible, and potentially limiting their ability to attract qualified nonfamily employees, which could ultimately affect the company’s long-term performance.

November 3, 2021

Family businesses often grow in an unstructured way, leading to a culture of informality. As a result, basic employment law documents can get overlooked and family members are not issued with employment contracts or subject to formal policies. This can leave the business exposed when issues arise as neither the business nor the family member have a ‘rule book’ to follow.

Family businesses often grow in an unstructured way, leading to a culture of informality. As a result, basic employment law documents can get overlooked and family members are not issued with employment contracts or subject to formal policies. This can leave the business exposed when issues arise as neither the business nor the family member have a ‘rule book’ to follow.

October 7, 2021

The next generation taking charge of family wealth are seizing more opportunities in the world’s $418 billion venture capital space and powering the expansion by family offices into early investments, according to new research by Campden Wealth.

The next generation taking charge of family wealth are seizing more opportunities in the world’s $418 billion venture capital space and powering the expansion by family offices into early investments, according to new research by Campden Wealth.

However, the best venture deals continued to be hard to access and most family offices relied on their existing network for deal flow. Recruiting and retaining expertise in venture capital remained a challenge for many family offices.

August 3, 2021

The role of family office leader rarely becomes available and if it does unexpectedly, it can often fall on the shoulders of internal leaders to take charge—regardless of their specialism.

The role of family office leader rarely becomes available and if it does unexpectedly, it can often fall on the shoulders of internal leaders to take charge—regardless of their specialism.

July 21, 2021

Why should a family business recruit non-family talent, and in particular a non-executive director? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.

Why should a family business recruit non-family talent, and in particular a non-executive director (NED)? The answer lies in three areas—fresh perspectives and breadth of experience, independent oversight and constructive challenge, and performance.

Independent research commissioned by the Institute of Directors found that the NED contribution added value to the firm with most believing the NED role improved profitability.

July 15, 2021

Bernhard Gademann says his family’s elite Swiss private boarding school, Institut auf dem Rosenberg, is run like a 132-year-old startup, with the skills and attitudes of entrepreneurialism nurtured in students in a state-of-the-art, holistic learning environment.

Bernhard Gademann says his family’s elite Swiss private boarding school, Institut auf dem Rosenberg, is run like a 132-year-old startup, with the skills and attitudes of entrepreneurialism nurtured in students in a state-of-the-art, holistic learning environment.

April 23, 2021

A third-generation successor turned adviser and author says the fate of his family business could have been “radically different” if he had been humbler as its principal.

A third-generation successor turned adviser and author says the fate of his family business could have been “radically different” if he had been humbler as its principal.

David C Bentall worked for 20 years in his family’s major Canadian business, Dominion Construction, including seven years as its president and chief executive. During his tenure as principal, the business doubled in size to $240 million in sales.

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