For fans of the hit HBO TV show Succession, the process of proactively handing over a family run business to the next generation probably looks anything but straightforward.
NEWS & ANALYSIS
Emerging stronger as a successor: Gain wisdom from your family, family business and trusted advisers
At a family business conference, several years ago, I had the good fortune to hear speak the senior family member and then president of the fourth generation Italian fashion house, Ermenegildo Zegna. In reply to a question on where he spent his time, he identified three areas of personal priority.
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Incorporating the family story and managing the perception of entitlement while handling complex relationships are key skills for rising leaders of family businesses, executive leadership experts say.
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Walmart heir Lukas Walton makes impact investments in food and environment sustainability, Chick-fil-A heiress joins Cathy family’s billionaire ranks, Family-owned Ferrero sweetens investments in US and UK.
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Over the last 20 months, family businesses have experienced unprecedented levels of disruption caused by outside forces. Certainly, Covid-19 has been the leading cause of this turmoil, but a confluence of economic, geopolitical and environmental threats has also caused savvy families to galvanise around resource preservation and the enhancement of family cohesion and reputation.
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Features
Marc Puig Guasch, third-generation principal of the global $1.8 billion Spanish family-owned fashion and fragrance business Puig, hails his father as a “titan with a human touch” who led by listening and brought out the best in people.
Business families have demonstrated their resilience during the Covid-19 pandemic, but some principals are concerned the storm clouds of inflation are gathering over their roads to recovery.
Family Office
Adiraj Gupta, the next generation co-founder of startup incubator Impact Launchpad, says interest in sustainability has increased among investors in the wake of Covid-19, but calls for greater co-ordination and data gathering to deliver real positive change.
In the 26 years that Ruffer LLP has been in existence, a clear pattern has emerged. When the market mood is either complacent or ebullient, equity indices tend to rise strongly, and we lag behind them. An ‘unexpected’ crisis then hits, and Ruffer quickly recovers lost ground.
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